





























































































































































































































































































































































Gass. ... 


Book 



COPYRIGHT DEPOSIT 







































IN THAT CASE. 





















IN THAT CASE 


A Study of Ministerial Leadership 
in Problem Situations 


Edited by 

MURRAY H. LEIFFER 

Professor of Sociology 
Garrett Theological Seminary 
Evanston , Illinois 



Willett, Clark & Company 

NEW YORK 

1938 



CHICAGO 


-£[/+<> ts 



Copyright 1938 by 
WILLETT, CLARK & COMPANY 


Manufactured in The U. S. A. by The Plimpton Press 
Norwood, Mass.-La Porte, Ind. 


OCT 16 IS39 

©Cl A 1 33789 

l r ' 



To That Noble Company of Men 
The Christian Ministers 
of America 
































































































' 










































































































































































































































































































































































































♦ 




























CONTENTS 


Preface ix 

The Contributors xiii 

I. The Minister, a Leader of People i 

II. The Minister as a Personal Counselor 14 

III. The Minister and Lay Leadership 42 

IV. Mobilizing Support for the Church 56 

V. Problems Arising within Church Organi¬ 

zations 70 

VI. Problems Arising between Church Organi¬ 
zations 84 

VII. Other Adjustment Problems 99 

VIII. Interchurch Problems 113 

IX. Church-Community Problems 130 

X. The Minister’s Role as a Professional Man 144 
























































































































■■ 
















* 















































































































































































































































PREFACE 


E VERY minister aspires to be a leader of people. In¬ 
deed, the members of his church and community ex¬ 
pect him to furnish direction for the church and advice to 
the countless individuals who come with their problems. 
Yet the tragedy of many a pastor’s life is that he finds himself 
incapable of meeting the demands placed upon him, or 
perhaps he discovers that leadership is no longer expected 
of him. In short, he has failed at one of the most crucial 
points of his work. It is with the hope of giving a new 
insight into the part which ministers may play in the com¬ 
munity, the factors which give them leadership and those 
which limit their usefulness, that this book is written. 
Herein lies the explanation of the plan for the book. The 
first chapter attempts to set forth the assets which aid and 
the limitations which handicap a minister in his relation¬ 
ships with people. The remaining chapters are based on 
concrete problems faced in the work of the church, with 
solutions suggested by eminent ministers. 

Years of work in the ministry, teaching of seminary stu¬ 
dents, and conducting of seminars for men in the active 
pastorate have demonstrated to the writer that the problems 
which arise in churches, large and small, urban and rural, 
fall into rather definite patterns. Though no two problems 
are exactly alike, after one has dealt with hundreds of 
cases he begins to discover these patterns. The superin¬ 
tendent of the church school whose resignation is long past 
due, the competing leaders in the women’s organization, 

ix 


X 


Preface 


the retired minister who interferes with the meetings of 
the young people’s society, the inept young man who wishes 
to go into the ministry — we all know these people. Their 
names and circumstances differ from place to place, but 
the problems which they create show a marked “ family ” 
resemblance. 

To make available the wisdom of experienced ministers 
who have dealt with such problems over a period of years, 
fifty specimen cases, covering many types of personal and 
group relationships, were assembled. These were sub¬ 
mitted to a panel of ten pastors of recognized standing, in 
various denominations and different sections of the coun¬ 
try. Each pastor was requested to describe the manner in 
which he would handle ten of these cases. In this book are 
presented the resulting hundred answers — two for each 
problem. 

It is suggested that, after reading the statement of the 
problem and the two proposed solutions which follow, the 
reader take “ time out ” and consider how he himself would 
handle such a situation. In most instances there is no one 
“ right ” answer. Minor details which might be significant 
in the final settlement of the case could not be presented in 
the compass of one or two hundred words. Consequently 
there is room for difference of opinion; such differences 
clearly exist in some of the answers. These problems might 
well be discussed in a series of forums in the “ Monday 
morning preachers’ meeting ” or by an individual minister 
with his laymen. 

It may be protested that some of these cases are too dif¬ 
ficult to solve. Nevertheless they are real situations and 
the minister who is confronted with them will be forced 
to act, whether prepared or not, for even negligence is a 
type of action which will influence the outcome of a case. 

Neither the contributing ministers nor the editor claim 


Preface 


xi 


omniscience; but out of their experience they have diag¬ 
nosed fifty cases and have sought to apply the principles of 
Christian ethics and social psychology to the solution of 
them. It is their hope that a careful consideration of such 
typical problem situations will aid alert people in fore¬ 
thinking, enabling them to deal more adequately with com¬ 
parable issues when they arise. 

Obviously such a book as this could not have been pro¬ 
duced except for the cordial cooperation of many men, 
who took time from their crowded schedules to share the 
wisdom distilled from their years of ministry. The editor 
wishes to express his sincere appreciation for the contribu¬ 
tion made by each of these ten men. 


M. H. L. 





THE CONTRIBUTORS 


Edward Scribner Ames has spent most of his working years 
within the shadow of university walls. With degrees from 
Drake University and Yale Divinity School he came to the Uni¬ 
versity of Chicago where he received his Ph.D. degree in 1895 in 
the field of philosophy. Since 1900 he has been the pastor of 
the University Church of the Disciples of Christ, adjacent to the 
campus of the University of Chicago. He has also been as¬ 
sociated with the philosophy department at that university, 
where he is now professor emeritus. Since 1927 he has been 
dean of the Disciples Divinity House. In this stimulating and 
congenial atmosphere he has contributed to the thinking of 
many generations of students. He has written a number of 
books, the two most notable being Psychology of Religious 
Experience and Religion. 

Hugh Elmer Brown moved from the far west, where he took 
his undergraduate work, to Yale Divinity School for his semi¬ 
nary training. He was ordained as a Congregational minister 
in 1907. After two pastorates in Connecticut and another in 
Seattle, he was appointed in 1918 to the First Congregational 
Church in Evanston, Illinois, where he has served ever since. 
Not only is he the skillful and well loved pastor of a suburban 
congregation, whose peculiar problems he has taken pains to 
study and understand, but also a vigorous and active leader in 
his denomination, having been recently elected president of 
the Home Board of the Congregational-Christian Church. 
Progressive movements in fields of community betterment and 
church extension find in him an indefatigable supporter. 

xiii 


XIV 


The Contributors 


Bernard Chancellor Clausen, after receiving his bachelor’s 
and master’s degrees from Colgate University, selected Union 
Theological Seminary for his ministerial training. On com¬ 
pletion of his course he was ordained to the Baptist ministry in 
1917. He served the First Baptist Church in Syracuse from 
1920 to 1933. Since then he has been the pastor of the First 
Church in Pittsburgh, where he is a dynamic leader in both 
church and community. He is the author of many books, his 
latest one being The A B C of the New Testament. 

Joseph Martin Dawson received his training and has per¬ 
formed his labors in Texas. He has served in the ministry of 
the Baptist Church, South, since 1899. After three brief pas¬ 
torates he went, in 1915, to the First Baptist Church in Waco, 
Texas, where he has remained. He has made extensive evange¬ 
listic and lecture tours, and has participated actively in de¬ 
nominational efforts throughout the area. He is the author of 
Christ and Social Change, as well as of other books. 

Ivan Lee Holt has lately received his church’s highest mark 
of honor, having been made a bishop of the Methodist Episco¬ 
pal Church, South, at its 1938 General Conference. He holds 
a Ph.D. degree from the University of Chicago. Numerous trips 
abroad have increased his opportunities for study and contact. 
He was ordained in the Methodist Church, South, in 1904, and 
since 1909 has served churches in Missouri, except for a three- 
year interval when he was professor of Old Testament literature 
at Southern Methodist University. Since 1918 he has been 
pastor of St. John’s Church in St. Louis. He is a familiar 
figure in denominational and interdenominational circles, hav¬ 
ing been president of the Federal Council of Churches in 1936- 
37, president of the Church Federation of St. Louis, a member 
of the general board of education of the Methodist Church, 
South, etc. He is the author of The Return of Spring to Man's 
Soul. 


The Contributors 


xv 


Renwick Carlisle Kennedy, a southerner by birth, has spent 
most of his life in the south. He has degrees from Erskine 
Theological Seminary, South Carolina, and from Princeton 
Theological Seminary. His active ministry began in 1925 
with a pastorate in Russelville, Alabama. Since 1927 he has 
been pastor of the Associated Reformed Presbyterian Church 
at Camden, Alabama. He is a confirmed southerner and be¬ 
lieves that the south must work out its own problems. For 
some years he has been a contributor to the Christian Century, 
the New Republic, and other periodicals. 

John Howard Melish was graduated in 1895 from the 
University of Cincinnati and continued his studies at Harvard 
and the Episcopal Theological School at Cambridge, Massa¬ 
chusetts. He was ordained as a priest in the Protestant Episco¬ 
pal Church in 1899. After the completion of his theological 
training and a brief period of pastoral work in Cincinnati, 
he became in 1904 the rector of the Church of the Holy Trinity 
in Brooklyn, New York. For thirty-four years his genial per¬ 
sonality, his social insight and his Christian spirit have been a 
leavening influence in Brooklyn. 

Ernest Fremont Tittle secured his college and professional 
training at Ohio Wesleyan University and Drew Theological 
Seminary. He was ordained as a minister in the Methodist 
Episcopal Church in 1910 and served three pastorates before 
he was appointed in 1918 to the First Methodist Church of 
Evanston, Illinois, where he has remained to the present. He 
has served this large suburban church in a university com¬ 
munity with marked distinction. Possessed of an incisive mind 
and a sensitive social conscience, he has been in constant 
demand as preacher and lecturer in various parts of the 
country. He has also been active in work for peace and 
social welfare. Titles of his most recent books are A World 
That Cannot Be Shaken and A Way to Life, 


XVI 


The Contributors 


Frederick J. Weertz was eighteen years of age before he 
decided to desert his “ career ” as a professional boxer and enter 
the Christian ministry. In spite of the discouraging advice of 
ministers whom he consulted, he persevered in completing high 
school, college and seminary work. In 1926 he became the 
pastor of St. John’s Lutheran Church in Des Moines. At that 
time this church was contemplating moving from the center 
of the city to a more congenial residential area. Under the new 
pastor’s vigorous and farsighted leadership the church began 
instead to serve its local community, with the result that it 
has increased rapidly in membership and vitality. This dy¬ 
namic, warmhearted man has become known in Des Moines as 
one who is always ready to lend a hand to anyone in need. 

Herbert Lockwood Willett studied at Bethany College, 
West Virginia, and at Yale before taking his Ph.D. degree at the 
University of Chicago in 1896, later doing postgraduate work 
at the University of Berlin. His working years have been di¬ 
vided between the pastorate and the academic world. From 
1894 to 1929 he was associated with the University of Chicago 
as professor of Oriental languages and literature; he is now 
professor emeritus. From 1908 to 1920 he was minister of the 
Memorial Church of Christ in Chicago, while since 1926 he has 
been pastor of the Kenilworth Union (Community) Church. 
He is a contributing editor of the Christian Century and a 
widely known lecturer. Among his most recent books are 
The Bible Through the Centuries and The Jew Through the 
Centuries. 


IN THAT CASE . 







I 

THE MINISTER, A LEADER OF PEOPLE 


> PROMINENT as the steeple on the village horizon 



is the pastor of the village church. An attentive hear¬ 
ing awaits his words in the local councils. Although in the 
metropolis the cathedral may not dominate the skyline, 
even there its minister occupies an honored place. Re¬ 
porters seek his opinions on current issues, politicians lend 
an ear to his strictures, business leaders are sensitive to his 
criticisms. In spite of the popular notion that the influence 
of organized religion is on the wane, there is no other per¬ 
son in the urban community or the rural area to whom men 
and women in distress would rather go. Townsfolk and 
strangers alike expect to find an attentive ear and kindly 
consideration from the parson or the priest. 

The Minister’s Role. Ministering is more than 
preaching. The pastor must not only lead his people in 
the performance of sacred rites, preach the religious veri¬ 
ties, train children and adults in the traditions and inner 
meaning of the Christian life, but also see to it that the 
gears of the organization do not grind unduly. More than 
this, the people of the community, whether members of 
his church or not, nonchalantly assume that he will be 
ready to aid them with their personal problems and will be 
at hand to perform the ceremonies of marriage and burial. 
Moral and civic issues, of community and even national 
scope, must also be his concern. When the family welfare 


2 


In That Case . . . 


society conducts its annual drive for funds, when an ordi¬ 
nance is needed for the regulation of the motion picture 
theaters, when a slum clearance project is in the offing, 
when a peace program is being developed, or when a 
change in the school board or the city administration is 
deemed necessary, it is taken for granted that the minister 
is already informed and will be available as a leader. 

The traditions of the profession and the expectations of 
the community bring obligations which the religious 
leader, as the recognized and responsible head of a signifi¬ 
cant social organization, cannot shirk. Being a minister, 
he can no longer enjoy the privileges of anonymity and 
count himself an average private citizen. He speaks not 
only for himself, but also for his church. He is not only a 
person; he is also a community function. 

The Minister’s Resources. It is not without reason 
that the minister has come to play such a role and that his 
advice is sought on personal, familial, and social problems. 
He has resources of prestige, power and training which 
enable him to approximate the fulfillment of the com¬ 
munity’s expectations: 

(1) The long and honorable history of the Christian 
church, its traditions and rituals, the insight of its prophets, 
the sacrifices of its martyrs, the devotion of generation after 
generation of common people who have found in it help, 
comfort and courage — all these form a mysterious aura, 
a cloak of power which enfolds even the humblest of its 
ministers. Even an awkward and inept preacher is vested 
with an authority not of himself when he quotes a pregnant 
passage from the Bible or cites the example of the illustri¬ 
ous heroes of the church. 

(2) Scarcely less ancient than the church and almost as 
impressive is the profession of the ministry. Through the 
years high standards have been established and compliance 


The Minister, A Leader of People 3 

has been demanded both by ecclesiastical organizations 
and by the community. To begin with, a universal req¬ 
uisite is strict adherence to an exacting code of personal 
morality. In the main, the minister has been expected to 
impose rules of intellectual and spiritual discipline upon 
himself. If he be slothful or careless, he may be rebuked 
by his superiors; in any case he loses caste with his col¬ 
leagues. It is against the unwritten but certain code of 
ministerial ethics for a pastor to seek his own advantage. 
Instead, the obligation to serve not merely the members of 
his own flock but the whole community, to sacrifice himself, 
his interests, his time and his money on their behalf, is 
accepted as part of the normal routine of living. Priests 
and pastors have embraced these standards for themselves 
for so long a time that the community, without praise or 
comment, assumes them to be right and natural. And 
unless clergymen overtly break these unwritten rules, they 
enjoy the prestige which membership in such a distinctive 
profession alone can give. 

(3) A further advantage possessed by the minister may 
be his denominational affiliation. This is a significant 
factor only where the denomination itself is potent, be¬ 
cause of its large membership or because of prestige based 
on the high per capita income and social rating, or perhaps 
on the piety, of its members. 

(4) The modern religious leader has an advantage over 
his itinerant, circuit-riding predecessor. He finds himself 
appointed to serve a congregation which is already es¬ 
tablished and which ordinarily has an edifice for its meet¬ 
ings. Someone is expecting him. He has the support of 
an organization — an organization with a history in the 
community. His position assures him a hearing not only 
within his own institution but in the community as well. 

(5) Time was when the minister of the village church 


In That Case . . . 


4 

was the most literate and best-educated citizen in the neigh¬ 
borhood, whose bookshelves the local schoolteacher 
counted it a privilege to peruse. Although more persons 
now enjoy the benefits of an education and nearly every 
town has its public library, the minister in most communi¬ 
ties is still recognized as one of the intellectual leaders. He 
probably has been to college and taken a broad cultural 
course covering both arts and sciences; and perhaps he 
has even been to the seminary for three years of graduate 
professional study. In addition to the formal intellectual 
discipline of lecture hall and seminar room, he has devel¬ 
oped certain abilities: to speak in public without embar¬ 
rassment, to meet people of all classes and castes with ease 
and understanding, and to work out problems with a de¬ 
gree of ingenuity. A measure of patience, tolerance, and 
a lively sense of humor are assets of many a minister 
which induce in his parishioners confidence, respect and 
appreciation. 

Possessed of such resources, the minister is enabled to 
play the part expected of him by the community — pas¬ 
toral as well as priestly — to assist people in the solution of 
their life problems, to quicken the community conscience 
in matters of morality and of service, and to develop and 
maintain a smoothly functioning organization. Like any 
other well intentioned leader, he earnestly seeks to leave 
the world in which he lives a better place because of his 
activity. He is no puppeteer, cleverly pulling the strings 
to manipulate figures on a stage; neither is he a Machiavelli, 
attaining his own ends even though he thwart the develop¬ 
ment of others. To him each individual is a distinct per¬ 
sonality; usually he recognizes the glorious potentialities 
behind the masks of indifference, selfishness and sophistica¬ 
tion. His is the technique of education, of persuasion, 
of pointing out the guideposts to the better life, in the 


The Minister, A Leader of People 5 

confident expectation that people will respond to his ap¬ 
peal. He knows something of the vexing, baffling prob¬ 
lems which face his people, and feels obligated by his posi¬ 
tion as a Christian pastor to assist them in the attainment 
of Christian selfhood. 

Limitations. The perfect minister, embodying all of 
the virtues and skills prescribed for the profession, is a 
mental construct and not a flesh-and-blood reality. In one 
way or another we are all earth-bound, the minister in¬ 
cluded. Physical, mental and cultural limitations circum¬ 
scribe our development and consequently our effectiveness, 
particularly if we aspire to leadership. Fortunately, the 
list of factors which contribute to strength of character, 
richness of personality, and professional achievement is al¬ 
most endless and even though a man may have a low rating 
when judged by certain of these criteria, it is possible that 
his composite score will be high. Shortness of stature or a 
crippled leg constitutes something of a handicap for a min¬ 
ister entering a new community, but if he has an attractive 
personality and possesses other necessary attributes, this 
physical deficiency will first be overlooked and then for¬ 
gotten. 

Not every man who feels called to serve the Lord has 
been blessed with a brilliant mind. Some are dullards and 
have not been able to benefit even by the measure of train¬ 
ing they have received. However, sheer brilliance does 
not necessarily make for success in the ministry, for though 
a man have the mind of a Phillips Brooks but lack his sym¬ 
pathetic understanding of the vicissitudes of commonplace 
humanity, he may be an illustrious lecturer but will be¬ 
come neither a great preacher nor a successful minister. 

Any of a large assortment of unpleasant physical traits 
may prove a handicap — for example, the appearance of 
unhealthiness, a pasty complexion, slouching posture, or 


6 


In That Case . . . 


neglected teeth. A blast of offensive breath, caused by poor 
digestion or the use of strongly flavored foods, should not 
perhaps have any influence on a loyal parishioner; but it 
may ruin an interview or offend a sensitive person, as he 
steadily retreats to keep out of range. Some disagreeable 
physical habits result from nervous tension and inability 
to relax. Twitching mouth or constantly moving hands, 
stroking of the face or nose, may prove irritating and dis¬ 
tracting to even a patient congregation. Equally displeas¬ 
ing to discriminating people are spotty clothes, a dandruff- 
flecked coat, soiled linens, dirty fingernails and unshined 
shoes. An inveterate eater-out, the preacher needs to make 
dining an art; this he cannot do if he is given to gluttony. 
A man may feel that he is too busy bringing in the kingdom 
to be concerned about such trifles as these; yet because of 
his carelessness he may disgust and estrange many whose 
support he needs. 

The social amenities vary from place to place, but if 
the minister is not among the best-mannered in his com¬ 
munity, he will alienate a portion of his following. The 
easy and unobtrusive observation of the rules of etiquette 
is a requisite for a community leader. He should know 
how to perform introductions and acknowledge greetings. 
No one expects the pastor to be a Beau Brummel, but he 
should be at his ease in the presence of a group of women. 
One who cannot receive a favor or graciously express ap¬ 
preciation, who is unable to forgive a social error or 
thoughtlessness in others, who cannot in good humor take 
a joke at his own expense, falls short of the standard for 
the perfect minister, and to that extent fails as a leader of 
people. 

Youth and inexperience are inevitably a limitation 
during the beginning years of a man’s ministry, but the pas¬ 
sage of time should broaden his experience, deepen his 


The Minister, A Leader of People 7 

sympathies, and increase his value to the church. Unfor¬ 
tunately physical adulthood does not always bring social 
and spiritual maturity, and vestiges of emotional instability 
may remain; temper tantrums, intolerance and intransi¬ 
gence make many an adult appear juvenile. A minister 
who pouts or is sullen or unforgiving is still a mental adoles¬ 
cent and will be so regarded. One who feels inferior or 
is uncomfortable in the presence of others is handicapped 
at the very start of his work with people. Timidity and 
boisterousness (and, incidentally, either may be caused by 
a feeling of social insecurity) are equally deplorable. Bash¬ 
fulness may increase the charm of a young girl, but it is no 
asset to the leader of a church. 

Occasionally a man who is deficient in imagination or 
who lacks a sense of humor finds his way into the ministry. 
Unless he is exceptionally blessed in other regards, he will 
probably prove a net loss to the church. He may develop 
a “ preacher ” tone and manner, little realizing how his 
unctuousness alienates the young people. Or he fails to 
see the devastating effect of his habit of gossiping. Or he 
often offends by his bluntness and his intolerance of the 
views of others. Such a man would be more suited for 
some other vocation, where contacts with his fellows are 
fewer in number and more routine in pattern. The min¬ 
ister needs imagination and sensitiveness. He should be 
something of a poet, finding beauty in a foggy day or in an 
old man’s face, capable of sensing the pathos in a broken 
doll or the courage of a blind man crossing the street. 

It has been repeatedly demonstrated that an occasional 
man with little education or training can achieve leader¬ 
ship; further, that some are failures in spite of all the aids 
that schools can give. Nevertheless the unexceptional 
minister who is also deficient in educational background 
and professional training finds his influence restricted and 


8 


In That Case . . . 


his usefulness curtailed. One who has never acquired an 
understanding and appreciation of English literature, 
whose knowledge of history and the social sciences is mea¬ 
ger, will inevitably appear at a disadvantage in conversa¬ 
tional groups or when speaking about the world in which 
men live. Either he has nothing to say or he speaks without 
adequate background. To the extent that the minister is 
culturally inferior to the best-educated of his parishioners, 
to the extent that he fails to understand people and their 
individual and institutional needs, he will be handicapped 
as a leader of men and will be unable to serve effectively in 
molding the life of individuals and society. To be sure, 
attendance at college or seminary does not necessarily in¬ 
volve securing a broad education. Men may be so busy 
enjoying extra-curricular activities or earning their living 
that they fail to benefit by the courses to which they are 
exposed. Good habits of study and the maintenance of an 
ordered routine for the day are as necessary as a knowledge 
of the specific techniques for managing a church. 

The very size and complexity of the minister’s respon¬ 
sibility is itself a limitation. He cannot be a specialist in 
all fields and yet men and women from every walk of life 
and with an endless array of personal and group problems 
come to him for help. He must keep in mind that a re¬ 
quest for advice is a subtle form of flattery and resist the 
temptation to appear omniscient; he will not claim to know 
the complete and final answers to all of life’s questions. 
Wise is the minister who recognizes his own limitations 
and does not aim to take the place of the lawyer, the physi¬ 
cian or the psychiatrist. 

It is considered part of the pastoral duty to enunciate 
ideals and standards for Christian living in a social world. 
There is always a danger, however, that a man will be 
tempted to speak beyond his knowledge when presenting 


The Minister, A Leader of People g 

a detailed plan for the solution of a social wrong. Unless 
a preacher is as well versed in economic problems, for ex¬ 
ample, as his laymen, it would be advisable for him to rest 
content with the enunciation of the basic Christian princi¬ 
ples involved and leave the specific application to those 
who are better informed concerning the intricacies of a 
complex economic system. Occasionally a minister has 
taken the trouble to undergo a rigorous discipline to 
achieve a mastery of such issues; then and only then is he 
prepared to speak authoritatively. 

The world often complains that the minister spends too 
much time in an ivory tower of his own creation. Actually 
society insists on setting him in a class by himself. The 
factory worker or the farmer tends to assume that, since 
the pastor or priest always appears in “ street clothes ” and 
seems far removed from the grease and dirt of labor, he 
leads a sheltered life and knows little of the everyday 
worries of common folk. He has much freedom, he does 
not need to be on the job at seven-thirty in the morning, 
neither does he punch a time clock. It is not surprising 
that many laymen resent this “ softer ” life of the minister. 
Such reactions erect about the churchman barriers which 
may seriously limit his usefulness. The laity is entitled to 
an intelligent interpretation of the function of the minister 
in the community, and the preacher himself must under¬ 
take the responsibility for imparting this. 

The Minister as Leader. In spite of his limitations — 
and every minister, like every layman, has a few — his posi¬ 
tion and resources are such that he finds himself thrust into 
a position of leadership. Some preachers might more ap¬ 
propriately be spoken of as headmen, or administrative 
functionaries. They follow in the well established grooves, 
keeping the machine operating and performing the tasks 
which are conventionally assigned to them. Such a man 


10 


In That Case . . . 


has a goal in life, but it is set for him by his profession and 
his church. He is by virtue of his office the spokesman for 
the group, but he contributes little in the way of creative, 
dynamic leadership. He presents neither aims nor pro¬ 
grams which are distinctively his own. Under him nothing 
very significant, whether for good or for ill, occurs in the 
organization. The membership remains much the same 
year after year. Few young people are added, but on the 
other hand the oldsters are not offended at the preaching. 

In contrast stands the minister who is a true leader. He 
is a creative personality who has an aim, works toward it, 
and succeeds in persuading others to accompany him on the 
journey. He is never contented with a static world or a 
static church but is on the alert to discover ways of improv¬ 
ing the organization, strengthening the fellowship, stimu¬ 
lating to more conscientious service. His preaching is vital 
and aggressive. With such a man as minister, the com¬ 
munity is kept constantly aware that a church with a mes¬ 
sage is in its midst. 

Certain characteristics mark off the leader from the head¬ 
man. In the first place, he has an objective toward which 
he is striving. Not all ministers who are leaders have the 
same goal in mind. Some are clever strategists working to 
enlarge the church membership, pay off the debt, or 
broaden the program. Some, evangelistic in their empha¬ 
sis, marshal all their skills for the winning of souls. Some 
are devoting their best efforts to creating a Christian com¬ 
munity and to training in ethical living. Others have that 
all too rare leadership ability of uniting these elements into 
one composite program for action, proving that organiza¬ 
tional effectiveness is an aid to evangelization and that 
both are in harmony with the desire to train people in 
Christian social living. Whatever his goal may be, the 
preacher must have it clearly in mind and be able to visu- 


The Minister, A Leader of People n 

alizc it for his followers. He is more effective when the 
goal is made concrete and proximate; the objective must 
not seem visionary and must be in harmony with the basic 
conceptions of rightness and Christian morality. 

The leader also has a plan for attaining his goal. Indeed, 
most leaders do not envisage new goals, but accept as their 
own the ideals and hopes which have demonstrated their 
universal appeal through the centuries. Usually the great 
contribution of the ministerial leader is to make the goal 
of the kingdom of God seem attainable and to set forth a 
method for its achievement. Equally important is his 
ability to enlist the enthusiastic support of men and women 
in the project. He is never at a loss to supply to his pa¬ 
rishioners, young and old, opportunities for specific services 
which are suitable to their skills and which give them a 
sense of participating in a great endeavor. Men are as 
willing to sacrifice today as at any time in history, but they 
will give up their petty interests only in behalf of something 
which seems to them noble, worthy, and of timeless sig¬ 
nificance. 

Knowledge of goal and mastery of method are not 
enough. A dynamic, attractive, sympathetic personality 
is equally essential. The pastor or priest must be able to 
feel within himself the fears of insecurity, the pathetic 
struggles, the heart-hunger of the people and voice for them 
their aspirations. He appreciates the elemental impor¬ 
tance of personality and is concerned for the welfare of the 
individual as well as for that of the organization. The 
average man does not become a leader, partly because he is 
unsensitive to the suffering of anyone other than himself. 

No organization will achieve marked success unless its 
leaders are able to maintain harmony in the rank and file. 
This is abundantly evident in any congregation, where op¬ 
portunity constantly arises for tension and conflict between 


12 


In That Case . . . 

organizations or between personalities. The minister is 
continually called on to exercise his sense of humor in 
addition to wisdom and tact in the adjudication of disputes 
between the members and the promotion of good will and 
understanding. 

To such a minister — one who is a leader of his people 
in fact as well as in name — comes an endless array of 
problems, big and little. Not that more problems exist in 
his parish, but that people have confidence in and are at¬ 
tracted to a dynamic yet kindly man who knows the power 
of the Christian faith and has command of rich resources 
for the solution of human ills. The cases which are dis¬ 
cussed in the following chapters are typical of the problems 
which such a minister is called on to handle. They cannot 
be solved by reference to an encyclopedia, for they deal 
with human beings in their relationships with one another, 
and no two cases are ever just alike. The longer a pastor 
has served a parish and the more intimate his knowledge 
of his people, the greater is the assistance that he can render 
to them and to the organizations within his church. 

The calls made upon the minister are so diverse that he 
frequently has need of all the resources which the com¬ 
munity affords. The good leader knows how to use the 
assistance of others, and does not hesitate to confess his 
own limitations. Within the town or city there are persons 
and agencies which stand ready to abet him in his ministry 
to the souls of men. The pastor is a community person¬ 
ality and is known as such to the judge and the chief of 
police, to the doctors and the county nurse. He makes it 
his responsibility to establish contact with the agencies 
whose aid he will need in solving the problems of parishion¬ 
ers. He goes farther afield than this, and places the man 
disabled by accident in touch with the state vocational 
rehabilitation service, enables the widowed woman to se- 


The Minister, A Leader of People 13 

cure a mother’s pension, obtains for the elderly man who 
has lost his sight a special phonograph which will play 
records made expressly for the blind. (Hundreds of good 
books, including the Bible, are now in record form and can 
be borrowed free of charge.) 

No matter how richly endowed with qualities of leader¬ 
ship a minister may be, he will not find himself too well 
prepared to cope with the many perplexing difficulties 
which arise within church and community. Every active, 
going organization presents an almost baffling procession of 
new, yet old, problems. The details may differ, but the 
patterns are surprisingly similar. Even though the mem¬ 
bers of the church are “ marching upward to Zion,” they 
obviously have not as yet reached perfection, and will 
continue to demand the skilled, conscientious leadership of 
consecrated ministers. 


II 

THE MINISTER AS A PERSONAL COUNSELOR 


LTHOUGH Protestant churches have officially dis- 



countenanced the practice of the confessional, their 
ministers have found it necessary to perform somewhat 
similar functions in the pastor’s study. Protestants as well 
as Catholics are puzzled over age-old religious questions: the 
meaning of life, the nature of God, the problem of evil. 
They come with an infinite variety of personal and domestic 
problems, seeking counsel. They sometimes long for the 
feeling of catharsis which comes with a vocal confession and 
expression of repentance and the ensuing assurance of 
divine forgiveness. 

In such contacts with his parishioners a minister will 
find some of his most trying and also his most rewarding 
experiences. In them his own faith will be tested as by fire 
and from them he may, if he is on the alert, gain many a 
suggestion for his sermons. Perhaps even more important, 
through the “ Protestant confessional ” he can give in¬ 
estimable aid to his parishioners, helping them more in the 
quiet of his study than through a formal discourse. 

If he would perform such functions for his people, the 
minister must meet certain prerequisites. He must be 
available, setting aside designated hours of the day — 
morning or evening — when the people know they will 
be able to find him, either at the church office or in his 
home. Unless he has some evening office hours, the men 


The Minister as a Personal Counselor 15 

of the congregation and community cannot have access to 
him. It is essential that the minister hold inviolate the 
confidences imparted by his parishioners. Irreparable 
damage will be done to individuals in the community 
and to the church if the minister indulges in gossip. 

He will need to be a good listener. How often a person 
gains release from his worries just through telling his story; 
what he wants is an attentive and sympathetic ear, not 
advice. To be sure, there are individuals who secure a 
subtle and unwholesome satisfaction from telling and re¬ 
telling their woes. They cannot be spotted at the first 
interview, but a second and third confessing of guilt or 
rehearsal of injustice is not to be encouraged, since this is 
a sign that the mulling over of the problem is taking the 
place of solution. In such an instance the minister will 
serve his parishioner better by acquainting him with what 
he is actually doing and by insisting on leading him to an 
analysis and specific solution of his basic difficulties, which 
may be quite different from the surface problem. Here the 
assistance of a psychiatrist may be required. 

Some members of the congregation will come to the 
minister greatly distraught. For instance, a woman rang 
a parsonage doorbell with great insistence at one o’clock in 
the morning. She had been attending a revival meeting 
and had gone to the altar rail, but the second blessing had 
not come. Workers had prayed with her, but all to no 
avail. Finally they suggested to her that she must have 
committed “ the unforgivable sin, the sin against the Holy 
Ghost.” Burdened with a feeling of guilt and unable to 
find peace, she routed her own pastor out of bed. With 
such an apparition in front of him, a minister not only has 
need of poise himself, but must be able to calm the frantic 
woman and impart to her a more wholesome point of view. 
A generous measure of what goes by the name of common 


i6 


In That Case . . . 


sense is as necessary as formal training for the minister. 
Nonetheless he should be acquainted with some of the 
literature in the field of personal counseling and be pre¬ 
pared to use the services of those community agencies which 
can assist him in meeting the specific needs of his people, 
for the minister cannot hope to be omniscient in all fields. 
It may be noted that there is not just one prescribed way 
in which a problem must be treated. The cases in this 
chapter illustrate the varying approaches made by men of 
different temperament and background. 

Above all, the pastor must himself have a deep religious 
faith and experience. Only with such support will he be 
able to carry the burdens, his own and those which others 
pour out on him. A wise man has said that no one can 
greatly aid others who are in distress unless he has suffered 
deeply himself. Before he is in the ministry many years, 
the observant man will learn much concerning the mean¬ 
ing and religious significance of suffering. There are times 
when a problem cannot be solved but when a person may 
with the help of religious faith triumph over his infirmity 
or over his personal loss. Blessed is the minister who can 
build up such a faith in his people. 


The Minister as a Personal Counselor 17 
CASE 1 

The minister of an urban church led a series of discussions in 
the young people’s forum dealing with problems of personal 
adjustment. One of the members, a spinster of some forty 
summers and older than the rest, came to him with a problem 
of her own. He had always thought of her as an energetic, 
resourceful person who was not troubled by introspective 
moments. In this interview, however, she revealed to him that 
especially in recent years she had been very lonesome. It was 
fun, she told him, to be independent when she was thirty, but 
now life seemed to stretch ahead of her as just one unending 
workday. Young people no longer accepted her as one of 
them. She was invited to few parties for, in spite of her 
vivacity, her married friends thought of her as a fifth wheel. 

Can the minister and the church aid her in the solution of 
this problem? 

I question whether it is good to add to the number of 
those who are “ personally adjusted.” They are in many 
cases cool, competent and selfish people. They need to be 
unadjusted to the world of skillful egotisms and thrust into 
the thick of the fight for a clean and kindly world. I 
wonder why any minister should bring to youth “ problems 
of personal adjustment.” Youth, with red blood galloping 
through its veins, is or should be feeling what Tennyson 
called “ the large excitement of the coming years.” Chal¬ 
lenged by valorous idealism, youth will resolve its own 
inner tensions. 

I wonder also why a woman of forty should be in a youth 
forum. That in itself may have helped to unsettle her. 

The minister should of course bring both science and 
sympathy to her case. There is no reason whatever why 
she should regard herself as a suitable candidate for a 
psychopathic clinic. Millions of other women tread the 
same road, and a glorious company of them are happy 
travelers. 


i8 


In That Case . . . 


The minister will do well to form an organization of 
women in his parish which will bring together for work and 
friendship the women of this age group who find it incon¬ 
venient or uncongenial to meet with the regular women’s 
guilds. Many churches now have such groups and they aid 
decisively in solving problems like this one. They provide 
a new frame of reference, new friendships and self-deliver¬ 
ing objectives. They continually remind lonely spinsters 
that happy, achieving lives are not impossible to husband¬ 
less and childless women. 

In this case, of course, it would be desirable to suggest 
to a few of her friends that she is in special need of stimu¬ 
lating social life, and unobtrusive ways of meeting the 
need could easily be devised. 

The book by Miss Hillis, Live Alone and Like It — 
superficial though it is — and Thurber’s Let Your Mind 
A lone might prove useful. 

Hugh E. Brown 

There are problems of personal life that are incapable 
of being shared with anyone, and must be wrestled with 
by the individual himself. These are of varying character, 
and no one wholly escapes them. This woman may regard 
herself as being in a class different from that of her as¬ 
sociates, in age, family life and daily interests. Yet she 
would be helped if she could understand that no life is 
immune from periods of loneliness and a sense of frustra¬ 
tion. It is unpleasant, no doubt, to feel that one is on the 
fringe of the social group that means most to her, as the 
church seems to in this instance. But that estimate may be 
only her personal assessment of the facts, and not be shared 
by any of her associates, who may regard her with high 
appreciation and would be surprised and pained to know 
that she thought of herself as an “ outsider.” Perhaps she 
is far more necessary to her group than she imagines. 


The Minister as a Personal Counselor 19 

Even though her impressions of her value to others be 
correct, she should understand that the resources for hap¬ 
piness are found not so much in outward relations as within 
herself. The happiness that people enjoy is rarely the 
result of forces outside of themselves. Rather it depends 
on qualities and industries within one’s own life. Probably 
there are others in that same church who would welcome 
such attention and friendly regard as this woman could 
offer. Bringing a sense of personal interest and helpfulness 
to them would tend to solve her own problem as well as 
theirs. She might even serve as the organizing center for 
a little group of friends or for a circle of children who 
could be entertained and made happy by such attention. 
Numbers of people in circumstances similar to her own 
have found ways to make their lives, seemingly lonely and 
useless, a means of helpfulness and pleasure to a few chosen 
acquaintances, a Sunday school class gathered from un¬ 
attached young people or children, a nature-loving group, 
a hiking set, or some other knot of empty or wistful lives. 
The days are full of such opportunities. 

Herbert L. Willett 


CASE 2 

A member of the church, the driver of a milk truck, slipped 
one icy morning as he tried to evade an onrushing car. He 
was struck and one leg was so badly crushed that amputa¬ 
tion was necessary. The offending driver was not apprehended. 
The compensation which was allowed for the injury met the 
hospital expenses and took care of the needs of the family 
during the period of convalescence. Now, however, the man 
is without employment and the family resources are practically 
exhausted. Further, the man and his wife are dispirited and 
have lost their grip on life. What material and spiritual aid 
can the church and the minister offer in such a case? 


20 


In That Case . . . 


This is one of the great tests of the Christian spirit. For 
the minister, the opportunity is obvious. Here are people 
to whom his pastoral ministrations can make a tremendous 
difference. A daily brief call, to reassure them concerning 
his personal interest, until this crisis is past, would help. 
But with this must go all the skill and compassionate 
planning which his ingenuity can dictate. Is the man in¬ 
capable of any form of employment? He must be kept 
busy at something. Could the woman work? What they 
both need is a sense of belonging worthfully to a busy 
world. Preparing and selling greeting cards, salesmanship 
by telephone, home manufacturing or craftsmanship, even 
some semiprofessional work for the church, like maintain¬ 
ing a telephone contact with the members on behalf of the 
pastor, or assisting in a first-class businesslike keeping of the 
records, on a small stipend, might be possible. A milk 
truck driver knows bookkeeping and salesmanship, and all 
is not gone when a leg is amputated. But if a solution in 
permanent terms cannot be reached in time, then the 
church should assume that home as its charge, and from the 
general funds, or from special contributions levied from 
people able to pay, these tragically hurt people should be 
maintained. By the way, this church in Case 2 does not 
happen to be the same church as described in Case 16, 
does it? What a combination those two situations would 
make! 

Bernard C. Clausen 

Clearly the church and pastor must, by visitation and 
temporary aid, express practical sympathy with the in¬ 
jured man and his family. In addition they should en¬ 
deavor to interpret the Christian philosophy of suffering in 
a manner to console and reinforce the unfortunate man and 


The Minister as a Personal Counselor 21 

his family. If he is a Christian believer this will mean 
much. 

But here is a case where social techniques must be used 
in adjusting the victim of this misfortune toward a new 
vocation and where other members of the home must 
cooperate sympathetically in the solution of the problem. 
The family welfare organization should assist in rehabili¬ 
tating the home on a new basis, helping to find for the 
crippled man suitable employment, a task which may in¬ 
volve instruction in his new vocation,* a modest beginning 
and an extended period of partial support. If the children 
are old enough, some proper kind of child labor for them 
and some form of remunerative work for the wife could be 
provided. 

Under modern conditions the individual may be helpless 
to manage his case alone, and the church, even with the 
most sympathetic attitude, may not be able by itself to cope 
with the situation. What is demanded is some sort of 
community cooperation and the use of the techniques of 
social workers who are trained to deal with such cases and 
are able to provide the relief needed. 

Joseph M. Dawson 


CASE 3 

One of the finest young women in your choir has become en¬ 
gaged to a young man whom you and others in your church 
recognize to be an unreliable braggart and a dissolute fellow. 
However, he dresses well, talks fluently, and has quite a manner 
with the ladies. The girl, the only child of devout and cul¬ 
tured parents, has lived a carefully regulated life under the 

* Assistance in retraining can frequently be secured through the state 
board for vocational rehabilitation. Forty-four states cooperate with the 
federal government in this project. (Ed.) 


22 


In That Case . . . 


strict disciplining of her father. Egged on by the young man 
with whom she is infatuated, she is now at the point where she 
will flout her parents’ authority and get married in spite of 
their objections. Would you offer her any advice? If she on 
her own initiative should seek your counsel, what would you 
say? 

If the young woman came to me on her own initiative 
for counsel, it would be fair to suppose that she realized 
something of the seriousness of the situation and was 
anxious to talk to a sympathetic person about it. After 
commending her concern for her parents’ attitudes as well 
as for her own happiness, I would try to secure her confi¬ 
dence, to get her to talk freely of the young man, his habits, 
and the “ tall stories ” he must sometimes have told her. 
If she admitted his frailties I would suggest the difficulties 
and unhappiness to which they might lead, the danger of 
“ marrying a man to reform him,” and the wisdom of 
trying to see him through the eyes of some of her best 
friends. I would point out the long consequences of 
momentary deeds and advise her to take a little more time 
to consider the matter, suggesting that she be away from 
him for a while, perhaps for a few weeks. Possibly it would 
be advisable for her to tell him that she is really worried 
about certain of his ways and propose that he go straight 
for a year, establishing himself favorably in the eyes of the 
community for her sake and the sake of their future inter¬ 
est. If he has stamina and real love for her he will be will¬ 
ing to do something to convince her and her parents and 
friends that he can be worthy of her. It might be helpful to 
discuss similar cases which she or I might know, which 
would offer facts to arrest her attention and make her 
think. 

If I thought I were making any headway in getting her 
to see herself and the young man with some detachment, 


The Minister as a Personal Counselor 23 

then I would endeavor to discover which of her parents had 
the deeper hold on her affection, and in what way she felt 
the greatest obligation to them. Their attitude, she must 
know, is motivated by genuine concern for her and is not 
merely an expression of parental authority or selfishness 
over her leaving them to make a home of her own. I 
would urge her to talk to them freely and as objectively as 
she could, and also to talk to some older person not of the 
family, an uncle or aunt. I would also advise her to “ talk 
to God about it all.” 

If the young woman does not ask advice, it may be pos¬ 
sible to lead her into conversation about the problem by 
easy inquiry through a seemingly casual question upon 
meeting her: “ How are you these days? ” “ How are you 
getting along? ” “ What are you planning to do this sum¬ 
mer? ” If I were well acquainted with her and her family, 
some question of this kind might lead to a frank statement 
of the whole situation which would open the way to confi¬ 
dence and understanding. Direct criticism, reproval, 
moralizing, pleading, seldom can be effective under the 
conditions described in the problem. 

Edward S. Ames 

The pastor made it a point immediately upon hearing of 
the engagement to consult the parents as well as both of 
the young people. The father, bitterly disappointed, is 
prostrated over the affair and is, to begin with, the minis¬ 
ter’s deepest concern. 

The young woman having been carefully nurtured in the 
church has had definite instruction concerning the intricate 
questions of life. The pastor had presented to her the 
teachings of the church. She is now reminded of “ the 
commandment of the Fireside, the Home,” and the primal 
words, “ Honor thy father and thy mother.” The storm is 


24 


In That Case . . . 


raging in her soul, the foundations are being tested. She 
also realizes that “ the commandment of Profoundest 
Depths,” Thou shalt not commit adultery,” has been 
violated by her lover. In spite of all this she is resolute and, 
for better or worse, is ready to stand by her convictions. 

The young man also has been consulted. He now finds 
more than ever that he loves the girl. He is painfully 
open about his former sexual affairs with two women, 
though he is not diseased. “ From this moment on, that 
is a closed chapter in my life.” 

By this time the case has become an open book to the 
family, the pastor, and the parties directly involved. To 
relieve the family and the pastor of further embarrassment, 
the young woman makes the suggestion that they be 
married away from home, across the state line. This the 
father thinks appropriate, as all kind admonition has been 
cast to the wind. However, the pastor pleads for further 
consideration on this question and above all for a church 
wedding. This is arranged for, the invitations sent out by 
the family, and everyone is busy; the breach, not healed, is 
beginning to mend. It now has become the problem of the 
home and the church, instead of an affair between two 
young people. 

The day of the wedding arrives. There is an early eve¬ 
ning ceremony in June. The bridal couple catch a glimpse 
of the arms of “ The Inviting Christ ” through the gorgeous 
blues of the great central window. The pastor has learned 
long ago the solemnity of marriage, and the soft mystical 
lights illumine his face when, with a sincere expression, he 
meets them at the altar. (Candles always burn for every 
wedding, whether in the church or in the parsonage. They 
are effective in producing an ideal setting.) Now, if ever, 
the pastor’s great moment has come; the battle already has 
been fought out in his soul. He is wrestling against princi- 


The Minister as a Personal Counselor 25 

palities to establish a Christian home. This time he does 
not “ read the service,” but has it definitely committed to 
memory. 

“Wilt thou, James Garfield, take Betty Lou, here pres¬ 
ent, to be thy wedded wife? Wilt thou love and comfort 
her, honor and keep her, and in joy and sorrow preserve 
with her this bond, holy and unbroken until death? If 
so, you may answer, ‘ I will.’ ” The clear tone of the young 
man’s voice can be heard everywhere by the assembled 
friends. The same questions are put to the bride and, 
somehow, the pastor feels that his act is in harmony with 
God. 

“ At this time we shall have the service of the rings. . . . 
With these two rings you do each other wed; they being 
endless are the symbols of eternity. Thus enduring be 
the affections, one for the other. The precious metal 
symbolizes the holy estate of wedlock. 

“ Forasmuch as you both have given each to the other 
your holy pledge of love and fidelity, before God and these 
assembled loved ones and friends, I, as a minister of the 
church of Christ, declare you, James, to be the husband, 
and you, Betty Lou, the wife, in the Name of the Father, 
and of the Son, and of the Holy Ghost, and what God hath 
joined together, let not man put asunder.” They kneel for 
the prayer, and as they arise after the benediction, the 
pastor catches a gleam of the tears running down their faces. 

A parting word in the sacristy. “ Remember, James, she 
is a good girl, she is worthy of your best. This church al¬ 
ways takes an interest in her married people. Let’s see it 
through together. Read over the parts in the booklet 
pertaining to the home. You know, James, there are three 
homes, all a gift of our heavenly Father. Our earthly 
home, our church home, our heavenly home. Some day 
this earthly home shall be broken . . . the heavenly home 


26 


In That Case . . . 


awaits all loving and consecrated hearts. Remember, Betty 
Lou is God’s gift to you; the marriage relationship on its 
highest level is sacramental; when dragged to the dust it is 
bestial.” 

Three years after the ceremony James joins the church 
through a course of adult instruction. Nothing has ever 
been forced. Life is unfolding itself in its beauty. On 
Palm Sunday he is received with seventy-five other adults 
and after the service thanks the minister with the words, 
“ This is absolutely the greatest day of my life.” Betty 
Lou, whose prayers have been answered, agrees. Father 
and mother are beside themselves with joy. The former 
things have passed away. After the sixth year, through 
merit, he takes his place on the church board. Three chil¬ 
dren have been born during the ten years of their married 
life. The Church and Home have become supreme. 

“ Who is that stunning-looking usher? ” asks a young 
woman on Easter morning of her girl friend, after they 
have been assisted to their pew. 

“ That is James Garfield Smith, one of the finest men in 
this city.” 

He still has a winning way with the ladies and, if any¬ 
thing, is more exact in his dress than ever before. 

Frederick J. Weertz 


CASE 4 

A man who has been active in the program of your church is 
married to a woman who is aflame with revivalistic passion. 
She is a highly emotional person who enjoys nothing more 
than participating in evangelistic meetings, where she will 
usher, sing in the choir, or exhort. As a result of neglect her 
home is untidy and she has little time for the routine of mend¬ 
ing and cooking. There has been much friction between 
husband and wife, and occasional threats of divorce on the 
part of each. 


The Minister as a Personal Counselor 27 

The husband has told you that his wife is particularly 
anxious to adopt a child, but he thinks it fortunate that there 
are no children in such a disorderly home. However, under 
the pressure of her constant haranguing, he has agreed to apply 
with her at a child placement agency. You now receive a 
letter from the agency, asking whether a child should be placed 
in the home. What will your response be and how would you 
justify it? 

Child Placement Agency 

Pineville 

Gentlemen: 

Your letter of inquiry about Mr. and Mrs. Johnston 
received. 

I recommend that you let them have the child. 

They are good people. They are members of my church. 
I know them well. They have an income adequate to 
support and educate the child. 

You, no doubt, are interested only in the child. I, too, 
am concerned that you place your children in good homes. 
But I also am interested in the applicants. A child, I be¬ 
lieve, will make of them two very fine parents. 

They have been married fifteen years. For the past ten 
years they have not been happy. Mr. Johnston is an un¬ 
inspired and somewhat stolid individual, but a man of 
character and kindness. His wife is a person of much 
greater sensitivity and intelligence. She has never had 
much to do in the marriage partnership except to keep 
house. The husband lacked the imagination to see her 
need for occupation and responsibility. Save for her house¬ 
hold duties Mrs. Johnston has lived in idleness for fifteen 
years. Now she has lost interest in her housekeeping. 

Her present attempt to fill her empty neurotic life with 
church work is rapidly changing a good woman into an 
officious religious fanatic. I have seen the same thing occur 


In That Case . . . 


28 

in the cases of many childless women, both married and 
single. 

Give her a child, preferably an infant that will require 
twenty-four hour attention. I am convinced that she will 
make a good mother. I also believe that a child in this 
home will save it from possible divorce, and will save a 
fine woman from an unhealthy religious psychosis. 

This, in my opinion, is a home that is literally starving 
for a child. A child will redeem it, and will make in it a 
place of love and happiness for itself. 

Yours very truly, (Rev.) Percy X. Smith 
Renwick C. Kennedy 

In earlier days there were no social service agencies and 
all responsibility for personality adjustments rested on the 
church. Today nothing is more important to a minister 
than the maintenance of close contact with such organiza¬ 
tions in his community. If the minister under discussion 
has an understanding of the work of a child placement 
agency, and if the social worker has come to respect the 
minister’s judgment, it may be possible to reach a solution 
of this problem. 

A minister finds it difficult to tell any person that he is 
too emotional in his expression of religion. In general we 
do not have enough emotional coloring in our religion, and 
yet some people have far too much. If the minister cannot 
say to the couple desiring to adopt a child what he should 
say, he can discuss the matter with the placement agency 
and tell the social worker what his investigation reveals. 
This is not an unfair shifting of responsibility. It permits 
the social worker to stress the excitement and inattention 
in the home as reasons for the decision not to place a child 
there; on the other hand, if the minister made such a state¬ 
ment to her, the woman would feel that he was criticizing 
her religious interest. 


The Minister as a Personal Counselor 29 

What if there is no social agency in the community? 
Suppose the couple go to a neighboring city and seek a 
child for adoption? Sooner or later in the investigation the 
minister will be asked his opinion and he must give it. If 
it becomes necessary for him to do so he will have to tell 
the woman frankly what he thinks. Involved in his deci¬ 
sion is not only his relation to a couple in the church, but 
the future of a child. No child can grow to normal ma¬ 
turity in such a disordered home, and no minister can fail 
to accord the child the place of significance which his 
Master gave to children. 

Ivan Lee Holt 


CASE 5 

A church member who has been trying earnestly to live an 
ethical Christian life goes to his minister with a baffling prob¬ 
lem. He is employed in a small factory. The superintendent 
of the plant has asked him to circulate quietly among the men, 
learn of any union activities and report back to the office. He 
is offered a pay raise if he agrees to do this. Not desiring to 
acquiesce, and yet fearing he will lose his job if he does not, 
the man has asked for a few days in which to think over the 
matter. In this interval he has come to you for advice. His 
financial reserves are meager, he feels that he dare not risk 
unemployment, but he is equally unwilling to play “ stool- 
pigeon.” 

There is, of course, only one decision which a Christian, 
in this situation, can afford to reach, which is that he will 
not consent, for any consideration, to betray his fellows. 
But he, having made this decision, should not be left to 
bear alone the costly consequences of his act. The Chris¬ 
tian fellowship should come to his assistance, helping him 
to secure other employment and, meanwhile, sharing his 
financial load. Unhappily, it is at present hardly to be ex¬ 
pected that any church would officially undertake to do 


30 In That Case . . . 

this. Modern Christianity, unlike that of the first three 
centuries, has had but little experience in the way of cross¬ 
bearing in behalf of imperiled brethren. But at this point 
the modern minister is surely called upon to do some¬ 
thing more than give his blessing to a faithful member of 
his flock. Let him organize at least a small group within 
the church to take care of just such emergencies, of which 
there are likely to be many in years immediately ahead. 

Ernest F. Tittle 

This workman obviously feels that he can pursue only 
a course of action which will be consistent with his Chris¬ 
tian principles and conscientious convictions. The follow¬ 
ing possibilities seem to me open to him: (1) He may de¬ 
cline to interview his fellow workmen, insisting that this 
does not mean that he definitely wishes to “ take sides ” on 
behalf of union agitation if such exists. (2) He may make 
the investigation and refuse to accept a raise in pay for it. 
(3) He may consent to find out all he can, but reserve the 
right to pass any judgment himself upon the claims of 
either side, agreeing to state fairly the claims of both sides 
to representatives of both, to be carefully chosen by the 
employer and the workmen. 

In the latter instance he would be willing to gather all 
the facts available as to wages and working conditions in 
relation to the needs of the men and their families, and in 
relation to the justifiable demands of the business, such as 
markets, the volume of business, competition, and profits 
on investments. Such methods have been followed 
through the agency of arbitration boards in many indus¬ 
tries over long periods of time and with satisfaction to both 
parties. As the case is stated there is some reason to think 
that such a plan might be favorably considered. It is a 
“ small factory,” which means that the employer is more 


The Minister as a Personal Counselor 31 

likely to be appreciative of the human elements involved. 
This employee has been chosen to seek the information 
presumably because his superior has confidence in his in¬ 
telligence and character. He is therefore a person whose 
judgment and influence have weight with the management 
and with labor. If either side refuses to look at the facts 
or listen to reasonable proposals, then evidently conditions 
exist in the industry which need changing, for the sake of 
the employer, the employees, and the general public. It 
may be that the men have been influenced by extreme 
labor propaganda. If so, the sources of it can be discovered 
and any unfair representations offset by the facts and by 
open conferences. Unwillingness on the part of the em¬ 
ployer to consider such a course would threaten a strike, 
certain to be costly to him in many ways. The workman 
selected to make the inquiry is placed in a difficult position, 
one which requires thoughtful, tactful, and courageous 
procedure, but it offers opportunity to do something con¬ 
structive. It involves serious risk but that is the nature of 
all real moral situations. 

Edward S. Ames 


CASE 6 

A dull-minded but earnest young man of twenty-five, who is a 
regular attendant at the church services, informs his pastor 
that he feels called to enter the work of the Christian ministry, 
and asks advice as to how he should proceed. He is a high 
school graduate and is at present employed as a clerk at the 
railroad depot. He has given little evidence of leadership 
ability and speaks hesitantly. It is evident in the interview that 
this decision has been a long time in the making and that he 
will be very disappointed if the minister should discourage him 
in his desires. What advice should the pastor give him? 


32 


In That Case . . . 


The Reverend Percy X. Smith twisted about uncom¬ 
fortably in his chair. Across the study desk Robert James 
Ellis didn’t stir at all but sat calmly and heavily and filled 
with conviction. 

“ The Lord has called me to preach the gospel,” he said 
with finality. 

“ That’s between you and the Lord, Robert James,” 
said Mr. Smith. “ I do not deny that the Lord has called 
you. I can’t enter into that. Only you can know. 

“ But I want you to be sure. I’m not discouraging you, 
Robert James, and I am not encouraging you,” the 
preacher continued, lying a little because he was pouring 
all the cold water he could upon Robert James’s plan. 

“ I want to tell you a little story. When I began to 
preach I spent one summer up in Iowa. There was a big 
fat boy up there in one of my churches who saw me riding 
by his field where he was plowing. I used a horse and 
buggy then. It seemed to him that I lived an idle and easy 
life, and before the summer was over he felt called to 
preach. That fall he went to college to make a start at pre¬ 
paring himself. In two months he gave it up and came 
home. Too homesick to stick it out. That ended his edu¬ 
cation and his preaching. 

“ Now, I don’t say it’s that way with you, but it may be 
that you have a wrong idea about a preacher’s life. I drive 
an automobile and I preach to good crowds on Sunday 
morning and people are nice to me. It looks like a nice 
easy life, doesn’t it? 

“ But it isn’t as easy as it looks. It took four years at 
college and three in a seminary before I started. Now, 
after a good many years, I don’t make anything more than 
a living. It is hard steady work, and someone is always 
breaking my heart. 

“ You are twenty-five years old. Four years at college. 


The Minister as a Personal Counselor 33 

three at a seminary, and probably ten more in little out- 
of-the-way churches where you hardly make a living! You 
are not a good speaker. You will be forty-five years old 
before you have made much headway in the ministry. 
And for the next seven years you won’t have an income. 
If you are going to be a Presbyterian preacher you ought 
to do it right, go to college and seminary. 

“ I’m just pointing out the difficulties. Of course, if you 
feel that the Lord has called you, and if all you are inter¬ 
ested in is serving him, and if you don’t care where you serve 
him or how much pay you get for it, then I say, go ahead. 

“ But you can serve the Lord right here in this town as 
a clerk with the railroad and as a member of our church. 
The Lord can use you right here.” 

Mr. Smith mopped his brow. He had spoken his con¬ 
victions and his duplicity did not trouble him. 

Renwick C. Kennedy 

There are presumptive reasons why the young man, even 
though devout, should not be accepted into the Christian 
ministry, which demands men of gifts and training. Ap¬ 
parently, being dull, he has no distinct gifts; and being 
twenty-five with only a high school education, he is handi¬ 
capped by lack of training which would take a long time 
for him to get. 

Yet, it must be admitted, so great and useful a man as 
Dwight L. Moody at the first had much to discourage his 
entrance into the ministry. When a man is divinely called, 
it is humanly difficult to predict what is possible. In this 
case his pastor should searchingly counsel with this young 
man as to his call and faithfully interpret what may reason¬ 
ably be regarded as a divine call before he should consent 
to the applicant’s being accepted for the high pursuit of 
the gospel ministry. Perhaps it could be pointed out that 


In That Case . . . 


34 

there are other phases of Christian service for which he 
would be adapted that would yield deep satisfactions and a 
full consciousness of God’s approval. At any rate, I would 
advise that the young man be invited to try out his skills 
in such activities. 

If after this trial he gives evidence of any usefulness and 
is not yet dissuaded from his conviction that he should 
preach, then perhaps the pastor and the church might de¬ 
cide that there are fields where one with humble qualifica¬ 
tions might be usefully employed, and so yield to his re¬ 
quest for license to exercise his powers — provided, of 
course, his moral and spiritual character warrants it. Such 
a course, in my judgment, would seldom result unfavorably 
to all interests concerned. 

Joseph M. Dawson 


CASE 7 

A young man twenty years of age has just completed serving a 
term of three months in the county jail. He was sent there for 
stealing an automobile. Within a few days of his release he 
comes to your office and asks your help, stating that he is de¬ 
termined to “ make good.” He and his parents are members of 
your church, although his contact with it has been slight in 
recent years. Following your advice, he seeks to play a more 
active part in the young people’s society, but meets with rebuff. 
He now comes to you a second time, asking your help. In what 
ways can you be of assistance to him? 

“ I am glad you are back again, William; there were 
some things I could not tell you the first time. It does 
my heart good to see you regularly at the services. I too 
have noted that some of the better young women are not 
enthusiastic about you. This cuts you deeply, but it is a 
part of the burden you must learn to bear. ‘ The way of 


The Minister as a Personal Counselor 35 

the transgressor is hard.’ You can’t side-step God’s word. 
You are bitter, you feel society and especially the church 
are not willing to give you a chance. ‘ What is the church 
for, if it does not help a man in need? ’ you say. That is 
true, but there are two sides to this question. 

“ The courts dealt kindly with you for your misde¬ 
meanor because of your parents and your relationship to 
this church. Automobile stealing for a thrill has become 
a serious offense. In northern Illinois two hundred and 
fifty cars were stolen one week end. Don’t expect me to 
clear this problem for you. I will give direction, but it is 
up to you to see it through. You brought a stain upon the 
church as well as yourself. 

“You have always admired Oley Nelson, past com¬ 
mander of the Grand Army of the Republic, who died 
last week. You know he was the soul of honor; a finer man 
never lived. When his eye was removed at the hospital 
last year, he told me of a chapter of his early life. Sixty 
years ago he was quite a man physically. One night he got 
into a drunken brawl. A man struck him in the eye, caus¬ 
ing almost complete blindness of that member. For sixty 
years that eye gave him trouble. His remark to me was: 

* I am glad it is out. Reverend, God heals our wounds, 
but we must always bear the scars of our wrongdoings. Is 
it not a wonderful thing, however, that God forgives our 
shortcomings? ’ 

“ William, stand up and take this like a man. Remem¬ 
ber always your sins are forgiven, but the scars remain. 
Make it a point from this day on never to let anything 
regarding your jail sentence stand in the way of your be¬ 
coming a better man. If you let this matter destroy your 
confidence in womanhood and the church you are to be 
pitied, and there isn’t much to you. If you continue to 
stand close to your pastor, we’ll see this thing through 


In That Case . . . 


36 

together, and if after a while some thoughtless person be¬ 
comes offensive, he’ll have both of us to deal with. 

“ What do you say to this? It’s a fine day and I have two 
tickets for the Drake Relays; let’s go out together! ” With 
a grateful grin, Bill accepted. A young man was continu¬ 
ing his march onward in the kingdom. 

Frederick J. Weertz 

No individual in modern society faces a more difficult 
situation than a man who has been released from prison 
and desires to lead a decent life. Such a man feels that he 
wants to reestablish himself among the people who know 
of his wrongdoing, and naturally seeks some of the under¬ 
standing and sympathy he used to find in his home com¬ 
munity. The minister will seek to aid in this situation, 
but he must first make sure of the man’s attitudes. Is he 
really sorry for what he did? Is he earnestly seeking to do 
the right, or is he experiencing merely the humiliation of 
one whose friends do not receive him as they should? 
Anyone who has dealt with wrongdoers knows that there 
is sometimes a tearful promise to lead a better life which 
is nothing more than a meaningless defense mechanism. 
A man may make his declarations of reform, and even ask 
the minister to pray with him, and then go out and commit 
another crime. This is truer of habitual criminals than 
of a first offender, but even a novice in crime may have 
lost the strength to screw his resolution to the sticking 
point. 

When the minister is convinced that the released pris¬ 
oner can keep his promise, then he must seek to prepare 
the man for criticisms, and even insults. In the community 
there is the firm which would never think of giving a crimi¬ 
nal a job; there is the gossip who will not let the story of 
the crime end; there is the friend who feels he will lose 


The Minister as a Personal Counselor 37 

his position if he be seen in the company of a released 
prisoner. It will take a greater courage, perhaps, for him 
to maintain his resolve in the face of such attitudes than 
to refrain from committing another crime. 

Now the minister’s next step is to seek community co¬ 
operation. What can be done? (1) A man may be found 
who is willing to offer a job for such a youth, but it is the 
minister who will have to find him. (2) The minister 
must keep in touch with the situation and for a time have 
conversations at regular intervals with employer and em¬ 
ployee, maintaining the morale of the latter and interpret¬ 
ing his aspirations and needs to the employer. (3) The 
minister will find that there are a few sympathetic young 
people on whom he can rely to give his friend some help¬ 
ful social contacts and a feeling of being in the group. 

I have known situations where the minister and the 
family decided it was best for the released prisoner to 
start life again in another community. Such a funda¬ 
mental decision may depend in last analysis on the number 
and type of people in the community who were affected 
by the crime, and on the degree of social sensitivity of pro¬ 
fessing Christians. Wise is the minister who moves slowly, 
and yet keeps in mind persistently the goal of human 
rehabilitation. 

Ivan Lee Holt 


CASE 8 

Two women, mother and daughter, obviously nervous and 
disturbed, ask to talk to the minister on a “ very personal ” 
matter. It is soon clear that the young woman, though un¬ 
married, is pregnant. The mother states that the daughter got 
in with a fast crowd, and that she would not want the girl to 
marry the young man involved, since he is a poolroom habitue 
and has no job. Both mother and daughter insist that they 


In That Case . . . 


38 

wish to avoid the birth of the baby, advancing many reasons, 
and ask the minister how this end can be accomplished. 

The minister, realizing the physical and mental hazards as 
well as the illegality of such an act, advises strongly against 
abortion. Ruling this out, what positive suggestions can he 
make? 

The case cited is all too frequent an occurrence in mod¬ 
ern society where family life has lost control of youth, and 
young women have the freedom which young men have 
long had. When the minister is confronted with it he 
should try to keep in mind all the factors involved: not 
merely the girl and her mother, but the child, the father 
of it, and the community. 

The mother and her daughter in this case are both typi¬ 
cal escapists; they would run away from the consequences 
of the daughter’s conduct and, perhaps, the mother’s failure 
to bring up her daughter in this new day of freedom. 
Nothing is gained by letting these women escape; nor by 
letting the young man, father of this child, go free, only 
perhaps to put some other girl in the same plight. 

Marriage is no solution of this problem; it will probably 
end in the divorce court. But it will give the child a legal 
father, the girl a legal husband, and fix financial responsi¬ 
bility on the man for the upbringing of his baby. A “ shot¬ 
gun marriage ” with divorce later is to be preferred to 
bastardy for the child and escapism for all others concerned. 

Usually this case goes to the doctor rather than to the 
minister. And what doctors frequently do is to send the 
girl, when there is money for expenses, to a physician in 
another city; she returns home “ from a visit,” after the 
birth of her baby; and the child is put into a foundling 
institution or is adopted by some childless couple wanting 
a baby. In this latter case the child may stand a better 
chance of growing up well than with its own parents. In 


The Minister as a Personal Counselor 39 

the former case the community is saddled with the cost 
of this child which the parents escape. This also happens 
when the girl goes into a hospital for unmarried mothers 
in her own city and when the child is placed later with 
others. Some girls, however, have stood by like Fantine in 
Les Miserables. I have not known of a man standing by. 
There are cases where the parents of the girl have adopted 
the child as their own. Among the poor this is the general 
rule; among middle class people it is the exception. These 
last think of their own reputation, their own standing in 
the community, rather than of their daughter’s character 
or their grandchild’s future. Where the girl stands up to 
the consequences of her act and has maternal love, she can 
later move to another city, change her name and support 
her little one. Like Fantine she herself may become “ vir¬ 
tuous and holy in the sight of God.” 

The minister should also remember that this girl may 
repeat this offense against high womanhood, childhood and 
the community; and he should drive home the lesson of 
this experience in order, if possible, that she may not do it 
again. Many women, and men, today think they know 
all about contraceptives. They should be taught that “ in 
a larger proportion of cases contraceptive measures had 
been employed and failed.” (See Factors in Sex Life , by 
Katherine B. Davis.) There is no solution of this problem 
except the moral solution of self-control and social respon¬ 
sibility. In Soviet Russia there is now a reaction against 
the loose sex relations which came in after the revolution. 
Only in the moral standards of Christ is personal and social 
salvation obtainable. 


John H. Melish 


40 


In That Case . . . 


Certain facts should be faced at the start. There must 
be no thought of abortion. It is not merely that in the sight 
of the law this would be a crime deserving of universal 
condemnation, but it would in no wise solve the problem. 
A mistake such as has been made could not be rectified 
by the crime of murder. The child that is expected is in¬ 
nocent of all wrong, and ought not to bear the brand of 
illegitimacy. A proper social order, while in no way ap¬ 
proving the action of young people in breaking the laws of 
rectitude and self-respect, will not consent to punish the 
child for the mistake of its parents. Further, if the mother 
and daughter are convinced beyond question that the 
father of the child is wholly unsuited to be the head of a 
family, there should be no effort to force him into a mar¬ 
riage. Marriage in such a case would not solve the prob¬ 
lem; it would only lead to a life of misery and regret. I 
should repeat, “ convinced beyond question,” for of course 
the simplest solution, if conditions at all warrant it, is mar¬ 
riage and a home. It may be that such a course will bring 
the man to a sense of responsibility and rectitude. If this 
is impracticable, the right and courageous procedure is for 
the young woman to bear her child, and rear it with all 
devotion, solicitude and love. It is her own flesh and 
blood, and she will never be happy should she do less. 
Numbers of young unmarried women are rearing chil¬ 
dren, either their own born out of wedlock, which is always 
to be regretted, or adopted out of pure desire to have 
children. 

Society knows that few would deliberately enter extra¬ 
marital relations for the sake of bearing a fatherless child. 
But if through misadventure the child comes, or if it is 
sought by adoption, a proper public sentiment can only 
honor such a parentage. It is a situation in which publicity 
cannot be escaped. The world is sure to find out the facts. 


The Minister as a Personal Counselor 41 

But it will respect and honor the woman who meets frankly 
and honestly her problem, and atones for her error by a 
life of devotion to an otherwise dishonored child. And in 
all probability a suitable marriage and a happy home 
will be the sequel, for good men respect the heroism and 
sincerity of such a woman. And as for the arriving child, 
it has the right to be born and to be loved and nurtured. 
Here is an opportunity for a woman of the right sort to 
brave the comments of a shallow public prejudice, and to 
repair her mistake by a dignified and sensible procedure. 

Herbert L. Willett 


Ill 

THE MINISTER AND LAY LEADERSHIP 


E VEN the smallest of churches, with its various societies 
and organizations — choir, Christian Endeavor, ladies’ 
aid society and men’s brotherhood — affords many humble 
people an opportunity for self-expression which they find 
in no other aspect of their life activity. The development 
of the leadership traits inherent within run-of-the-mill 
citizens, assisting them to become persons in their own 
right, is one of the greatest contributions the church can 
make in any community. Further, the average church 
could not exist without the active support of conscientious 
volunteers. Even though in the opinion of some experi¬ 
enced ministers it is desirable that church-school teachers 
and choir members should be employed for these specific 
tasks and paid for their work, in the vast majority of 
churches such functions must be performed by men and 
women who receive their compensation in the satisfactions 
accompanying the job. 

It is obvious that in an organization which is dependent 
on the active support and leadership of unpaid workers — 
each with his own ideas and sensitivities and inconsist¬ 
encies, some domineering, others easily offended and ready 
to resign — the minister will play an important role. Un¬ 
fortunately some men, eager to dissolve tensions or elimi¬ 
nate some flaw in the church’s organizational structure, 
apply sandpaper to the wound rather than a cooling anti¬ 
septic lotion. They rasp and jar the sensibilities of their 

42 


The Minister and Lay Leadership 43 

parishioners. Autocratic, opinionated men who speak in 
ex cathedra phrase are faced with constant difficulty in 
their church work. Even though they speak the word of 
the Lord, the seed will almost certainly fall on stony 
ground. 

While there are issues and situations where confidence 
and firmness are needed, the minister must be ever ready 
to smooth rough edges and placate sensitive spirits, giving 
a word of advice here and there, interpreting the good 
intentions of Mrs. Maladroit, and making some appreci¬ 
ative comment to the timid girl who has led her first Ep- 
worth League lesson. He needs the skill of the business 
executive or personnel man, as well as that of pastor, 
prophet and priest. He must enlist and develop new lead¬ 
ers as well as encourage and stimulate others who are now 
carrying a share of the responsibility. 

CASE 9 

An amiable young man is the president of the young people’s 
society. He is a clever “ born leader ” with an attractive per¬ 
sonality. He has a sizable following among the young people 
and under his presidency the society has grown. Unfortu¬ 
nately, however, it seems to the minister that he is enjoying the 
thrills of leadership without accepting responsibility for the 
organization, and the young poeple’s society seems to be drifting 
away from the church. This has been the occasion of much 
parental concern. What suggestions would you make in deal¬ 
ing with this problem? 

I am myself convinced that the only real solution of this, 
as of many a similar, problem is the organization of a 
board of religious education for the entire (local) church. 
The membership of this board may be constituted of rep¬ 
resentatives of every unit of the society; as, for example, 
the church school, the women’s missionary societies, the 
men’s club, the Boy Scout troop, and the young people’s 


In That Case . . . 


44 

society. These representatives, according to the practice 
of the church, may be either elected by t'heir several units 
or appointed by the minister, subject to the approval of his 
governing board. Thus constituted, the board, under the 
continuous guidance of the minister, should be expected 
to establish the educational goals and practices of the 
church and to coordinate the programs and activities of 
the several units. In this way alone, I feel constrained to 
believe, can the Protestant church in this country prevent 
the ridiculous, not to say tragic, situation which develops 
when a young people’s society “ drifts away from the 
church ” or an adult Bible class becomes as “ a tail that 
wags the dog.” I am equally convinced that in this way 
alone can the modern church make its greatest contribu¬ 
tion to the kingdom of God. 

Ernest F. Tittle 

Obviously the first thing for the minister to do is to go 
into a huddle with this young man, and work out some 
plays together with him. Maybe this glamorous chap, 
under skillful coaching, can be brought to lead the inter¬ 
ference or carry the ball. If he reveals in such conference 
that he is unlikely to respond usefully, then his replacement 
becomes inevitable. But the chances are that he will prove 
sufficiently responsive to make it desirable that he be re¬ 
tained. Then he should be surrounded by a Cabinet, care¬ 
fully selected, and this Cabinet should meet weekly with 
the minister for planning. 

There should also be organized a group of parents of 
members, and at least twice annually the two groups should 
meet together. The First Baptist Church in Evanston has 
developed this supporting parent idea very efficiently. 
Would that all pastoral problems were as simple as this one. 

Hugh E. Brown 


The Minister and Lay Leadership 45 

CASE 10 

The senior high school boys’ class is in almost open revolt 
against the effeminate young man who has been appointed 
teacher. The superintendent of the school liked him and 
thought this would be a fine opportunity for him; in spite of 
the opposition of some of the boys, the teacher was installed. 
Although he is five years their senior, he is not particularly 
well informed, and the boys contend that he is narrow-minded 
and dogmatic. As a result the whole class is in a turmoil and 
the attendance has dropped sharply. The teacher feels that 
his prestige is at stake, and therefore is unwilling to resign. 
The superintendent now comes to you with the problem. 

I understand this to be a class of senior high school boys 
in a church school. They are at a difficult age. The 
awakening of adolescence brings impulsions and moods 
which are new and strange. It is the period when youth is 
moved to dreams of independence, of adventure, and of 
achievement. Restlessness under authority and under old 
familiar surroundings sweeps over them. The urge to 
leave home, and the home town, is strong. If religion is 
to appeal to them it must be in terms of its expansive, 
dynamic outreach, including the risk of hardship, sacrifice, 
suffering and loneliness in the interest of a Cause. Re¬ 
ligion may need to be presented somewhat in terms of the 
qualities the boys know in sports and physical endurance 
feats, yet related to some gleam of glory such as is found in 
winning victories for their team or their school or their 
town. 

The superintendent should know these things from his 
observation and general experience with boys, even if he 
does not know them in terms of the books on psychology 
and education. In the case under consideration, he seems 
not to have taken these facts into account. An effeminate, 
poorly informed, dogmatic teacher for such a class is fore¬ 
doomed to failure. The class craves a strong, virile, im- 


In That Case . . . 


46 

aginative, yet sympathetic teacher who has the qualities of 
a real leader. In order to save the face of the teacher (and 
the superintendent) a change needs to be effected at the 
earliest tactful moment. It would be fortunate if the school 
needed at the moment a cornetist, or a secretary, or an 
assistant superintendent, which might afford a chance to 
“ promote ” the teacher and thus relieve the situation. An¬ 
other suggestion is that the teacher might be given some 
vigorous stories, books, pictures, which might interest the 
class. Or they might have discussions of nonresistance, of 
humility, of patience, of self-sacrifice, of missionary ad¬ 
ventures, or of some other recurrent topics. Another pro¬ 
cedure could be to invite speakers to come and talk to the 
class, the invitation to be made and the plans arranged by 
the teacher. He might ask the boys to invite people of the 
town, lawyers, doctors, merchants, to come and tell some 
of their problems of trying to be Christians and carry on 
in their daily pursuits. Unless a new spirit can be devel¬ 
oped by the end of the year or the season, the teacher 
must go. 

Edward S. Ames 

If the superintendent is hesitating for a moment over 
this decision, he constitutes the first difficult factor in the 
problem. The minister must first assume a teaching task 
toward him. He must be made to see that a church school 
exists for its boys and girls alone, and has no other respon¬ 
sibility which approaches that in importance. A teacher 
who is failing, is watching his class drop away and seethe in 
a turmoil, and still can feel that his prestige is at stake, 
marks a tragic mistake on the part of the superintendent, 
and this mistake must be used for its teaching value, for 
the sake of future decisions. A church school which has 
no way of divesting itself of a poor teacher except by wait- 


The Minister and Lay Leadership 47 

ing for him to make up his mind to resign, needs to re¬ 
examine its whole structure and embark upon a new course, 
such as annual reappointments of the whole teaching staff 
without prejudice. 

This crisis comes at the end of a tangle. It must be 
seen as an indication of the tangle, and the threads must be 
untangled far back of the crisis, if further difficulties are to 
be avoided over similar issues. 

But what about the teacher and his class? The teacher 
must be removed and the class must be freed. Here the 
pastor can be of great help. He can personally devise and 
suggest some important piece of work on which he needs 
the young man’s help, and must make sure that this work 
interferes with faithful attendance at the church school. 
The teacher must be, gently but firmly, promoted out. 

Bernard C. Clausen 


CASE 11 

For a number of years it has been increasingly difficult to secure 
enough capable teachers for the work of the church school. 
Many men and women have been approached by the superin¬ 
tendent or the minister, but they have a wide variety of excuses: 
too busy, can’t handle children, small children at home, lack 
of background, etc. Parents are free to criticize but do little to 
aid, and the morale of the school is low. What suggestions 
would you make for dealing with such a situation? 

Ideally, the church should have a paid staff for its school 
of religion and paid teachers who are competent to teach 
in this all-important field. Absurd and dangerous is the 
popular notion that any well meaning person of good 
moral character is competent to teach religion. Almost 
equally absurd is the notion that, right though it is to pay 
the religious teacher of adults (the minister), it is wrong 
to pay the religious teacher of children. However, a paid 


In That Case . . . 


48 

staff and paid teachers are at present beyond the reach of 
all but a very few churches. So what is to be done? It 
probably is a hopeful sign that growing numbers of church 
members feel they are unqualified to teach in the church 
school. Yet, in the absence of adequately trained teachers, 
persons as yet insufficiently trained must be found. They 
may or may not be parents. In any case, they should be 
helped to appreciate how wonderful is the opportunity 
that is offered them and they should be given a chance, 
in some teacher-training class, to prepare themselves for a 
holy task. 

Ernest F. Tittle 

When I read this question to my wife she remarked, 
“ That comes home! ” It certainly does to many ministers, 
congregations and superintendents of Sunday schools. We 
all must recognize that the most valid sacrament is that of 
personality. The Lord chose men, not always successfully, 
but he saw clearly that it is men who influence men. When 
either a minister or a superintendent fails to secure the 
cooperation of people in the Lord’s work it is very probable 
that he is at fault. Someone else more dynamic, more 
consecrated, more inspiring may succeed where he has 
failed. If that is the situation the only thing that will 
maintain a man’s self-respect and promote the Lord’s work 
is for the minister to resign and let someone else take his 
place. The minister might first try having the superin¬ 
tendent resign and get someone to take his place. 

It is just possible, however, that the school itself needs 
reorganization. It may have fallen into ruts, either in its 
ideology or in its pedagogical method. Someone trained 
in an up-to-date school of religion should be employed to 
come to the parish and show both minister and superin¬ 
tendent how to reorganize the school. That is being done 
in many places, and successfully. 


The Minister and Lay Leadership 49 

It is widely recognized that the Sunday school is below 
the level of the day school and that the methods of religious 
instruction no longer command the respect of the pupils. 
The parents feel this without knowing just what is wrong 
and this explains in part their lack of cooperation. In the 
parish you mention there should be great searching of heart 
on the part of the minister, the superintendent and all 
who are responsible for the church. 

John H. Melish 


CASE 12 

A young minister serving a small church found within a few 
weeks after his arrival that the control of the church was al¬ 
most literally vested in the hands of one man. This person 
is superintendent of the Sunday school and his wife is president 
of the women’s society. They are both energetic, kindly, self- 
sacrificing people, about whom the church has rotated for many 
years. They have raised the budget almost singlehanded, and 
he has served as the treasurer. They are proud of their service 
to the church, and the rest of the members have quietly per¬ 
mitted them to run the organization. The previous minister 
also found that this arrangement saved much of effort. The 
new pastor, however, is troubled because few others show a vital 
interest in the church. He is of the opinion that the present 
state is unwholesome, since new leadership is not developed 
and the church is not growing as it should. What advice 
would you give this young minister? 

Fortunate is the minister who does not find some person 
dominating his church organization. Such a person may 
be well intentioned, but he can destroy the fellowship of 
a congregation. 

I remember a friend of mine who went to the pastorate 
of a large church in an eastern city. He was met at the 
train by the superintendent of the Sunday school. He was 
entertained in the superintendent’s home and given to 
understand that he could put over any program in the 


In That Case . . . 


50 

church with the superintendent’s help. On the second 
morning the minister left this home, saying to his host: “ I 
intend to have a democratic church. You have invited 
me here apparently to control me. I do not intend to be 
in your home again until you change your attitude.” The 
minister remained in that church for only a few years. 
Was it the fault of the superintendent or the minister? I 
sympathize with my friend’s feeling but I question the 
wisdom of his method. 

A minister may have to say abruptly: “ You do too much 
in this church. You must stand aside and let other people 
do some of the work.” In a long pastorate of twenty years 
in a church I have had to do that only once, and yet I have 
had many who were so overzealous as to become dictators 
of policy in some organization. Some of these people will 
cooperate with the minister if he solicits their help in train¬ 
ing others for leadership. That has been my usual method 
of handling them. Or again, a minister may be able to 
give the church boss a new job, one which is difficult and 
will absorb all his time, or one which will keep him in the 
background or under the minister’s immediate supervision. 
Many a pastor has successfully handled a situation by say¬ 
ing: “ Mr. Jones, you do a lot for our church, but I am 
concerned with the lack of influence of our religious fel¬ 
lowship in this community. I wish you would turn over 
some of your church tasks to others and help me find out 
why our church does not grow. Will you give me your full 
assistance in this task? ” 

Ivan Lee Holt 

“ This man and his wife love the church. They work 
for it. They give money and time to it. They attend it. 
They keep it going. There may be some pride and self- 
interest in their aggressive church work, but I believe they 
also love it. That is the key to the problem. That’s your 


The Minister and Lay Leadership 51 

starting point.” The Reverend Percy X. Smith was giving 
advice to a young minister friend. 

“ I agree with you that it isn’t good for two people to 
run a church. We don’t need Diotrephes # in our churches. 
You must show Mr. and Mrs. Manders that it isn’t good. 
And your argument must appeal to their love for the 
church. They love it. All right. They are getting along 
in years. What’s going to become of the church when they 
are gone? You must make them see that the welfare and 
the future of the church depend upon distributing the re¬ 
sponsibilities and the honors, and thus developing leaders 
for the future. 

“ It will be necessary to proceed with subtlety, of course. 
You must be downright pawky about it. You must not 
slap the Manders’ in the face. After all, they don’t deserve 
that. They really deserve a great deal of appreciation. 
They have borne the heat and burden of the day, and 
probably because no one else would. 

“ You might preach some sermons on the future of the 
church and the future of your congregation. And some 
sermons on leaders and leadership, and on the well organ¬ 
ized and well functioning church. Lay the groundwork 
for a conversation with the old man. I believe that one 
day you can talk to him frankly and get him interested in 
handing over his offices and responsibilities to others. I 
believe you can get him to be more enthusiastic about your 
idea than you are yourself. At the same time you can get 
your idea across to the other members. 

“ It can’t be done in a day. It must not be done bluntly. 
It is a matter of educating Mr. and Mrs. Manders, and the 
other members. Allow yourself a two-year program and 
execute it subtly.” 

Renwick C. Kennedy 


See III John 9-10. (Ed.) 


52 In That Case . . . 

CASE 13 

The superintendent of the church school has served in that 
capacity for thirty-odd years. He is now well over seventy and 
finds his chief satisfaction in the exercise of this office. How¬ 
ever, the church school has registered little growth and no 
improvement in the past ten years. The incumbent insists 
on holding a “ joint opening service ” over which he presides. 
His formulas and his prayers are so stereotyped that even the 
children know them by heart; he is uncritical in his selection 
of teachers, and it is generally recognized that a new superin¬ 
tendent is needed. The only one who can bring about the 
change is the minister. Placed in such a situation, what would 
you do? 

There are some cheerful facts about this case. The su¬ 
perintendent has evidently some fine qualities and he has a 
notable record of fidelity. If the children 44 know by heart ” 
his prayers, he has done something for them. 

Apparently this particular church school has no manag¬ 
ing committee on religious education. Such a committee 
would seem easily capable of dealing with the problem. 
The minister s first job is to secure and train a committee 
of this type which will insist on sharing with the superin¬ 
tendent the task of finding competent teachers. If it is wise, 
it will also gradually elevate the superintendent to the 
position of honorary superintendent, with some minor 
special duties. 

The committee will go into the matter of worship and 
possibly discover that some of the most modern schools are 
now featuring a joint service of mature pattern for the 
upper grades, in the church sanctuary. 

In any case, this superintendent should be eased out of 
active management without the disabling sense that his 
long service is unappreciated and that he can no longer be 
of help. If, for a time, it is impossible to promote him. 


The Minister and Lay Leadership 53 

then throw around him expert aid. Get him, if possible, 
to church school conventions, etc., where he may learn 
what others are doing. Suggest to him improvements in 
the worship. Provide him with prayer materials, mimeo¬ 
graphed litanies for responsive use, hymnbooks which 
carry special worship programs, etc. 

This is not an exceptional case and can be handled with 
a minimum of friction and a maximum of benefit. 

Hugh E. Brown 

The minister should not alone assume responsibility 
for the removal of the superintendent, although he should 
see to it that the situation is speedily remedied. This he 
may do through an inspired and certainly proper action of 
the board of religious education — a board which every 
church ought, of course, to maintain. 

Ernest F. Tittle 


CASE 14 

It has been difficult to secure a new president for the women’s 
guild. The incumbent, who has continued unwillingly to hold 
the office, refuses to do so longer. A rather timid woman, who 
has a great loyalty to the church, has been persuaded, out of a 
feeling of duty, to take the post. She confesses to you that she 
is literally afraid to conduct a women’s meeting, and can hope 
to get through the year only provided she has your support. 
What can you do to develop her leadership ability and at the 
same time avoid the accusation that you are running the guild 
through her? 

If the timid woman will work and the more experienced 
one will not, use the former. Let the pastor be tactful, 
sincere and informed, and no serious objection will be 
offered to his counsel and support. The very modesty of 
the timid leader will often engender sympathetic coopera- 


54 


In That Case . . . 


tion, and usually she will grow in courage and in the ease 
with which she administers her task. Though the work 
may not be as aggressive under her leadership as under 
one who is more confident, is it not better to try to develop 
the leader than to suffer the work to fall to pieces? 

It looks as if a revival might be needed in such a church, 
a revival that will produce a desire for service and a spirit 
of cooperation. A study course in standardized guild work 
might also be very helpful. Let the timid leader be 
brought into touch with other church societies in order 
that she may hear from others their way of overcoming 
difficulties. Often a successful leader in another society 
can, by the simple story of her own blundering progress, im¬ 
part a contagion that will change the most diffident into a 
resolute, determined person. The one inspired forthwith 
achieves the most encouraging results. 

Given the right atmosphere in the church, acquaintance 
with tested and approved standards and methods, inspiring 
contacts with conquering personalities, and a genuine ef¬ 
fort on the part of the timid woman to develop her own 
personality by the simple technique of Christian growth, 
the pastor should be willing to take the consequences of 
any possibility of being charged with “ running ” the guild. 

Joseph M. Dawson 

One of the difficult situations that every minister and 
director of religious education encounters is created by 
the mistaken estimate good people have of their own abili¬ 
ties to undertake Christian work. Frequently those who 
are least fitted to take places of responsibility in church 
work are most easily persuaded to accept such positions, 
while others who have native capacity and training are 
either timid or unwilling. In this case it may be that the 
woman’s timidity is due to unfounded self-distrust. To 


The Minister and Lay Leadership 55 

dissipate this she must be convinced of her abilities and 
visualize the urgent need for leadership in the cause to 
which she is evidently devoted. A presentation of new 
ways in which the guild can be of service might enlist her 
interest, or perhaps she could be persuaded to search out 
procedures which would inspire the organization to new 
achievements. There is a large amount of literature avail¬ 
able bearing directly on the several lines of work — benevo¬ 
lent, educational, missionary, social or civic — in which a 
women’s guild can render profitable service. 

No doubt a person of the nature described would find 
such a position trying at first. But a certain degree of cour¬ 
age in making experiments with herself in the work of 
leadership, and with the circle she is attempting to direct, 
will issue in confidence and growing success. 

As to the accusation that the minister is “ running the 
guild ” through her, most congregations are happy to have 
a minister with wit and ability enough to “ run ” any of 
the organizations in the church, whether by himself or 
through the leadership of others. It is a part and a fruitful 
part of a minister’s task to educate the members to under¬ 
take new and needed forms of service, for which at first 
they feel themselves quite unfitted. No ministry of his 
is more rewarding than just this widening of the capacities 
of his people for fresh adventures of Christian service. His 
members will value the growth in their powers resulting 
from his urgent and tactful direction. Some of the most 
helpful church workers have been led on, by advancing 
responsibilities and wise counsel, to increasing confidence 
in themselves and greater efficiency in Christian work. 

Herbert L. Willett 


IV 

MOBILIZING SUPPORT FOR THE CHURCH 


P EOPLE wish to belong to a society, club or church 
which gives them a sense of significance and affords 
an opportunity for self-expression. If the organization has 
status in the local community, so much the better. (This 
is one reason why the newcomers to a city flock to the 
larger churches and neglect the smaller institutions in their 
own neighborhood.) By and large a church is to be reck¬ 
oned with in a community when the deep yearnings of 
the people are answered through its worship services, its 
fellowship and its organized activities. One of the surest 
ways of enlisting community support and increasing the 
size and loyalty of the membership is to enrich the program 
and interpret the timeless importance of the Christian faith. 
Herein lies another of the minister’s functions. In the 
performing of it many problems will arise, some of which 
are discussed in the following pages. 

CASE 15 

A minister is newly appointed to a church in a large city. He 
soon discovers that much of the membership of the church is a 
“ paper membership,” that the more active members come 
from a distance, and that people in the immediate vicinity of 
the building are scarcely aware of its presence. In fact, he has 
inquired of people living within two or three blocks and found 
that they could not direct him to any church of his denomina¬ 
tion. What steps can he take to apprise the community of 
the church’s presence and to make the church more effective in 
the life of the local community? 

56 


Mobilizing Support for the Church 57 

There is canonical support for paper membership in 
many denominations where the rule prevails that people 
should not be struck from the records until they are known 
to be dead or request a transfer to another church. What 
the minister should do is to make an every-member canvass 
by mail and by personal call to discover where people live 
and what is their attitude toward the church. This can¬ 
vass will give him the facts, at least approximately. Then 
he can divide the results between a live list and a list of 
uncertain members. In making his reports of membership 
he should report the living and not the dead. 

Many a church has learned how to adapt itself to a new 
community in which it finds itself. The minister of such a 
church might well inform himself as to how this was done 
in such books and surveys as Dr. Paul Douglass of the 
Federal Council of Churches will furnish him. 

Many years ago Dr. William S. Rainsford took St. 
George’s Church in Stuyvesant Square, New York, when 
it was in the condition described in this question and so 
adapted it to the neighborhood which scarcely knew of its 
existence that St. George’s became like a city on a hill. 
From a church with a dozen old families he changed it into 
a live parish of five thousand and more people. It is one 
of the thrilling stories of the church in America and can 
be profitably read by ministers of all churches confronted 
with similar situations. The story is found recorded in a 
book by George Hodges entitled St. George's Parish in the 
City of New York. What was done at St. George’s has been 
done elsewhere and is to be done in every city where con¬ 
ditions have changed. Generally speaking, the church 
should not move out of its community but should adapt 
itself to the needs of its community. Only a careful and 
scientific survey will show what these needs are. 

John H. Melish 


In That Case . . . 


58 

Knowing the need, the pastor calls his church board 
together. “ Gentlemen, the odds are against us, the down¬ 
town church seems to have lost its influence. Nevertheless, 
there is a great work to be done, that is why I accepted 
the charge. If we do not unitedly and heartily meet this 
need, our usefulness as a church has come to an end. I see 
great possibilities, but not without much sacrifice and hard 
work. The ministry of this church is here to win the city 
for Christ, not to evade its responsibilities. We are part 
of a church that has stood every test for four hundred years. 
For this heritage we thank God; however glorious the past, 
we are most concerned about the present. Souls must be 
won, and this institution should become one of the out¬ 
standing powers for good in this city and state. Let it not 
be said that any man in this community shall ever again 
raise the cry, ‘ No man careth for my soul.’ This church 
is not a club for a privileged few. Its doors shall be open 
to all men and children, rich and poor alike. We have no 
tricks to perform; God has given to us his Spirit and his 
Word, and as God’s anointed let’s get busy. As your pas¬ 
tor, I assure you that I am not afraid of any condition that 
may present itself, if only you pledge me your undivided 
allegiance. Of course I am asking also that every organiza¬ 
tion in the church work harmoniously for the good of the 
cause, and that self be eliminated and Christ alone exalted. 

“ It will take us three years to get our work under way. 
It will take six months of calling on your pastor’s part, day 
and night, to determine what our membership is, and 
those whom we may depend upon. After that we shall 
start calling in the neighborhood adjoining the church. 

“ This is the simple plan for action for this congregation. 
One of our weaknesses has been financial. With your 
approval, a statement of every dollar received and ex¬ 
pended shall be given to the people at the end of the year. 
The amount that every one has contributed shall be pub- 


Mobilizing Support for the Church 59 

lished in an annual. Since the church has refused to accept 
God’s way of giving the tithe, this is the best man-made 
method we know of to get results. If the congregation 
expects us to give an account of our stewardship as leaders, 
we want them to know where every dollar comes from and 
how it is spent. 

“ So that we may effectively carry out all visitations, it 
is recommended that the city be divided into ten sections, 
with a captain and coworker for each. The first visitation 
should be for good will, and also that a complete biographi¬ 
cal record of every member may be obtained. 

“ Our Sunday school workers must understand that no 
child is to be discriminated against. The downtown situa¬ 
tion will bring to us the poor. If a child appears ragged, 
his name is to be ascertained and that child is to be clothed 
properly before the next Sunday. Every teacher must rec¬ 
ognize his or her responsibility to the entire need. An 
adequate youth program is to be carried out. 

“An adult course of instruction will be inaugurated. 
This course will start in January and run until Easter, for 
two hours every Sunday evening. The fundamental ques¬ 
tions of life and eternity will be presented in an appealing 
and interesting way. The entire community is to be can¬ 
vassed and records kept of all weddings, funerals and social 
events where people may be contacted. All results are 
to be tabulated and the people will be notified concerning 
the outcome. 

“ There will be a ministry of music. It will be our ob¬ 
jective to have three choirs: the senior choir, the inter¬ 
mediate choir, and the a capella choir for advanced voices. 

“ Once a year a personal visit is to be made by the pastor 
or the associate pastor in every home.” * 

* It was a situation very similar to that described in the question which 
confronted Dr. Weertz when he went to St. John’s Lutheran Church in 
1926. (Ed.) 


6o 


In That Case . . . 


Results in twelve years: An old indebtedness of fifty-eight 
thousand dollars was eliminated. The old building which 
had stood for forty years proved inadequate, and a new 
structure was built during the tenth year; within two years 
two-thirds of the new debt was paid off. During this time 
the board found it necessary to add two associate pastors 
to the staff. The confirmed membership has grown from 
five hundred fifty to three thousand. The Sunday school, 
a difficult problem also, increased from an average attend¬ 
ance of one hundred to six hundred per Sunday. Yet we 
find that there are thousands still unreached in this city. 

Frederick J. Weertz 


CASE 16 

A minister was glad when he was appointed to a church with 
an endowment which would guarantee practically the entire 
church budget. After a few months’ experience, however, he 
was disturbed to find that most of his people were lulled into 
quiescence by this same feeling of security. They attended the 
church services and made very modest contributions, but felt 
little sense of responsibility for any aspect of the work. How 
can he, through his ministry, heighten their spiritual and 
social awareness and drive away the torpor which holds them? 

Have our Christian imaginations so atrophied that needs 
are interesting to us only when they are at the ends of our 
noses? Any church sufficiently endowed to support its 
own program without personal contributions should be 
“ stabbed broad awake ” again and again by the heartbreak¬ 
ing needs in the world around it. The missionary program 
of its denomination should be given a place in the budget 
large enough to restore the church to awareness. Some 
special project of nonsectarian service could be selected 
with the help of the “ World Christianity ” committee, and 
adopted as an enterprise for the congregation. “ Fellow- 


Mobilizing Support for the Church 61 

ship trips ” to slums and tenements, to mills and mines, 
should be organized for the young people. The com¬ 
munity fund, and all such agencies, should not only receive 
generous contributions from the church, but should be 
helped by those personal services, of solicitation and or¬ 
ganization, which the church does not need for itself. 

Meanwhile isn’t there some way to obtain the right to 
dissipate the endowment as promptly as possible, or else 
to build up a church program so ambitious, so demanding, 
as to make the endowment only a drop in the bucket of 
generous Christian responsibility? 

Bernard C. Clausen 

It is an interesting and a depressing fact that endowed 
churches are liable to the stagnation indicated. This is 
probably due to the fact that under ordinary conditions 
a church manifests the highest and keenest interest when 
planning a building, raising money for debts, or “ cam¬ 
paigning ” for some definite, visible ends. Churches put 
so much energy into getting equipment for their religious 
work that they seldom have any left for the work itself. 
An endowment generally adds to this predicament. 

The escape from such a situation is to develop interests 
which may become vital and appealing in terms of their 
primary religious significance. Thus a church with cur¬ 
rent expenses cared for is in position to eliminate requests 
for its own maintenance and to guarantee that new funds 
will be devoted to missionary, benevolent, educational, 
and other philanthropic enterprises. It should also be in 
better condition to invite people to share its benefits “ with¬ 
out money and without price.” However, people have 
pride in paying for what they get, as nearly as may be. 
They want to give something and, because it is so common 
to give money, few persons realize how much else there is 


In That Case . . . 


62 

to give. Thought, time, cooperative tasks and recreations, 
special skills, ideas, conversation should be contributed. 
And if it is not clear how such things can be utilized, then 
that fact offers a very real opportunity for inventiveness 
and experimentation. Every church is a potential com¬ 
munity center, and could stand in vital relationship to 
civic, social and artistic life. 

But all the work of the church, to reach its fullest 
vitality, needs a body of ideas, a religious philosophy of 
life, an ideology. An endowed church would offer an 
ideal chance for a preacher with ideas to interpret religion 
to his age, and to have entire freedom in doing so. Many 
ministers are handicapped in preaching because they must 
temper their message to rich contributors, or to conserva¬ 
tive officials, or to “ worldly ” members. An endowed 
church, like any other church, can “drive away torpor” 
most effectively only by actively recruiting members, by 
concerning itself with the nurture of childhood and the in¬ 
spiration of youth, and by the promotion of social idealism. 
But it remains doubtful whether the greatest success in 
cultivating the religious life can be achieved where the 
normal, practical financial pressures are absent. 

Edward S. Ames 


CASE 17 

Practically the entire budget of the local church is raised among 
the 25 per cent of the people who are over fifty years of age. 
Younger men and women participate wholeheartedly in the 
program of the church; they are members and attend the wor¬ 
ship services, but they do not give in proportion to their ability. 
The minister, who recognizes that the future of his church de¬ 
pends on training those who are younger to contribute, comes 
to you asking advice. What suggestions would you make to 
stimulate the feeling of responsibility on the part of these 
people? 


Mobilizing Support for the Church 63 

Churches are likely to have a more loose and inefficient 
financial program than most other organizations. Why 
this should be so is difficult to understand. The New 
Testament certainly lays sufficient emphasis upon the duty 
and satisfaction of stewardship to stimulate adequate in¬ 
struction on that essential feature of church life. Too 
often the church finances are committed to an individual 
or group who accepts the responsibility unwillingly, and 
attends to the matter in a haphazard and indifferent man¬ 
ner. Or the minister is compelled to assume the obligation 
of raising the funds for the church; this is a totally wrong 
and self-defeating policy. 

No single pattern can be laid down as the best for all 
cases, but certain suggestions may be ventured. The duty 
of contributing to the support of the church in all its de¬ 
partments is equally the opportunity and responsibility of 
all the members without exception. To make this clear to 
the congregation is the joint obligation of the minister in 
his pulpit messages and of the finance committee in regular 
communications to the people. These latter have the same 
right to understand the financial policy and conduct of the 
church that members and stockholders in any other organ¬ 
ization possess. The good name of the church in its busi¬ 
ness relations is the concern of all. If there are members 
who are wholly unable to contribute, they ought to be 
assured that such inability in no way limits their privileges 
in the church and is no reason for nonattendance or neglect 
of such activities as they are able to assume. Some churches 
have adopted the admirable plan of asking the members 
to designate their share in the financial work of the organ¬ 
ization without solicitation by any committee or official. 
This practice soon becomes a matter of good form and a 
recognized token of loyalty and devotion. The every- 
member visit of officers of the church, where the primary 


In That Case . . . 


64 

motive is not financial but social and informative, is always 
productive of a unifying sentiment among the members, 
and a desire to share in financial as well as other responsi¬ 
bilities. Some congregations emphasize the tithe as a Chris¬ 
tian duty, and this has its value, even in cases where it is not 
featured as a requirement of the Christian society. The 
instruction of the church in the duties of benevolence is 
indispensable in a well ordered congregation. 

Herbert L. Willett 


This situation is not unique. Most churches have to 
deal with it, soon or late. Indeed, even few of the older 
members ever give “ in proportion to their ability.” Sev¬ 
eral practical methods may be used. One is that of the 
First Methodist Church, Evanston, where the parish is 
divided into numerous age groups for purposes of the 
financial canvass. Each group is assigned a quota. In 
this way the younger group may be given a quota more 
adequate to its ability. Its quota should be worked out in 
conference with the younger people. This method permits 
some wholesome education and the development of stew¬ 
ardship. Another method is to have the canvassing com¬ 
mittee constituted largely of the younger men who, be¬ 
cause their acquaintance is chiefly among younger people, 
will canvass more diligently in that group. In precanvass 
training, this matter of stepping up their giving can natu¬ 
rally be stressed. A definite blackboard analysis of the 
sources of the church’s income, according to age groups, 
will open the eyes of some to their relatively small con¬ 
tributions. 

This problem is a real puzzler and there are no patent 
solutions. 


Hugh E. Brown 


Mobilizing Support for the Church 65 
CASE 18 

In a medium-sized city there are three churches of a given 
denomination. Two of them are strong, effective organizations 
with large memberships. The third is small and, as one of the 
young people remarked, “ second-rate.” It is obvious to the 
minister that many of the members, particularly the young 
people, feel their church to be inferior and are consequently 
rather apologetic for it. However, it will undoubtedly be 
maintained since it serves a community (lower middle class) 
unreached by the other churches. What can be done by the 
minister to build up the morale of his people and to raise the 
status of his church in the eyes of the community? 


In every city there are churches that have social prestige. 
One church seems to offer an opportunity for social ad¬ 
vancement and young people like to be married in its 
chapel. When they become socially ambitious they trans¬ 
fer their membership to it. Then there are churches whose 
more ritualistic services appeal to young people who have 
become accustomed to the ritualistic services of a college 
chapel. They feel the lack of a worshipful atmosphere in 
the old home church. Other churches draw people from 
all over the city because of the fame of the minister or the 
quality of the music. They may be attended by many 
young people who in turn draw others until the impression 
grows that they are young people’s churches. 

What is a preacher to do who wants to hold the young 
people of his church families, in the face of such appeals? 
Let me say frankly that he must be reconciled to losing 
some, and it may be that his own group will be more homo¬ 
geneous when they have gone. Those who want to go else¬ 
where and are held against their will are inevitably 
disturbing individuals who are critical of everything at¬ 
tempted. However, there are things any preacher can do 
to build up a young people’s group: 


66 


In That Case . . . 


(1) He must speak their language. He does not have to 
adopt their slang, but he has to learn that a religious vo¬ 
cabulary long in use may be unintelligible both to the 
college graduate and to the city youth who has not gone to 
college. The minister must learn to speak of problems and 
ideals in a language that has in it a ring of reality. He can 
best learn that language through active association with 
the youth he seeks to help. 

(2) He must have some recreational program. Though 
the equipment may be poor, an attractive program can be 
devised. Sometimes a man makes the mistake of attempt¬ 
ing too elaborate a program or of aping a program, attrac¬ 
tive elsewhere, which is not locally suitable. He cannot 
well compete with the moving picture theater or the night 
club or any other agency whose sole purpose is entertain¬ 
ment, but there are always social longings to be satisfied. 
Many churches give the whole of Sunday evening to a fel¬ 
lowship tea and a short devotional service for young people, 
and have amazing success in attracting a fine group. 
Others organize dramatic clubs to present pageants and 
plays in order to satisfy a desire for drama and self- 
expression. Others have special classes and clubs on week 
nights. Some combine all these efforts. 

(3) The minister may find a distinctive place in the 
whole religious program of the city or of the church federa¬ 
tion for his type of church. I know more than one minister 
in an inconspicuous church who has made his institution 
an influence in the city’s religious life, and has found sup¬ 
port because people believe he is doing the kind of work 
a church ought to do. It may be a social service ministry 
in his neighborhood, a ministry to neglected groups who 
will not attend the regular services of worship, or a ministry 
to some underprivileged boys throughout the city. It may 
be necessary sometimes for the minister of a less favored 
church to attract city-wide attention to himself in order 


Mobilizing Support for the Church 67 

that there may be developed among his own young people 
a proper respect for his leadership. 

Ivan Lee Holt 

Churches are not second-rate because they are small, nor 
are they effective because they are large. Any minister in 
a small church should realize the tremendous chance for 
an effectiveness which no large church can ever muster, 
and should refuse to accept, for himself, the apologetic 
tone which might easily affect his young people. This 
church has a community around it, unreached by other 
churches. What an opportunity, shared by neither of the 
big churches, with large memberships which sprawl all 
over the town, and offer no chance for neighborliness or 
community upbuilding! This church has a constituency 
described as “ lower middle class.” Its people then are 
not infected with the proud arrogance or the silly fears of 
the overrich, not haunted by the terrible dreads of the 
pitiably poor. Does anyone dare call it inferior, by these 
standards? 

If it is not well organized, let that be the minister’s first 
task. If its young people are restless and apologetic, let 
him so enthuse them about the projects which beckon to 
them that they will become a model to the other churches. 
As for the status of the church in the eyes of the community, 
I bid the minister be comparatively careless about that. 
Only be bold and very courageous, rejoicing in the peculiar 
freedom for forthright Christian experiments which is pos¬ 
sible in a small, lower middle class community. 

Bernard C. Clausen 


CASE 19 

The sanctuary has been in need of repairs for a number of 
years. Walls are water-stained, plaster is loosened in spots, 
the floors are badly worn, and the arrangement of furnishings 


68 


In That Case . . . 


is not conducive to worship. The older members have become 
accustomed to the increasing shabbiness of the worship room, 
and assume that newcomers will not object to it. Although the 
people are of moderate means, extra money can be raised only 
with difficulty and the church board is loath to assume new 
obligations. The minister and some of the members, on the 
other hand, realize that a renovated auditorium with rear¬ 
ranged furniture would add greatly to the helpfulness of the 
church services. How can they arouse the interest of the church 
to undertake this improvement and its accompanying costs? 


It has pleased God to use preaching for the accomplish¬ 
ment of soul saving and many other gracious ends. Why 
not some well prepared sermons on the great passages of 
Old Testament Scripture concerning the Lord’s house, 
particularly those in the prophecies of Haggai and Zecha- 
riah, and those in Ezra and Nehemiah, as well as those in 
respect to the building of the first temple in Jerusalem? 

A tactful presentation can be made of the benefits that 
have accrued to churches with good buildings, together 
with concrete facts as to how such churches have secured 
better equipment. The congregation need not be im¬ 
mersed all at once in a flood of data. It is better to sprinkle 
the people continuously with incidents and facts casually 
introduced in connection with other important matters in 
sermon and teaching. If possible, conduct the less discern¬ 
ing and more contented on occasion into an actual situa¬ 
tion which has been improved by giving attention to 
building. Of course, if it is possible to crowd the old 
building with converts and previously inactive members, 
a demand will soon arise for new or enlarged quarters. 

Sometimes a pastor can secure from a single interested 
individual a bequest or a donation that will prime the 
pump for adequate giving. Once the congregation is 
aroused it ordinarily will contrive to get the money in due 


Mobilizing Support for the Church 69 

time to pay for the needed equipment. That awakening 
usually comes through convinced individuals within the 
church who gradually impart their convictions to others, 
until there is a safe majority with which to launch the new 
movement. Concentrate on producing the convinced in¬ 
dividuals. When the resources within the congregation, 
both those of pastor and of interested members, have failed, 
perhaps the services of a church building expert might help 
to secure the needed improvement. 

Joseph M. Dawson 

Several things might hopefully be done: 

(1) Raise the question. Why do we consent to worship 
under physical conditions in which we would consider it 
a disgrace to live? 

(2) Offer a course in ecclesiastical architecture and re¬ 
ligious symbolism. 

(3) Organize tours of inspection of good examples of 
church architecture: the automobile should make this 
easily possible. 

(4) Make a beginning, however small, in the right direc¬ 
tion. In one case, well known to me, a single window filled 
with beautiful stained glass caused all the remaining win¬ 
dows, filled with wretchedly painted glass, to appear im¬ 
possible. 

(5) Appeal to skilled craftsmen, who are members of 
the church, to donate all or part of their labor as their 
proper contribution to a suitable building for the celebra¬ 
tion of religion. 

(6) If necessary, the fact may be pointed out that an 
ugly, decrepit church edifice can hardly hope to attract 
young people who care for beauty, or indeed anyone else. 

Ernest F. Tittle 


V 


PROBLEMS ARISING 
WITHIN CHURCH ORGANIZATIONS 

W ITHIN a church as within other human institutions, 
an endless variety of tensions and discords can de¬ 
velop. Whenever people are closely associated there will 
occasionally be conflicting purposes, rivalry for leadership, 
unwillingness to assume responsibility, and efforts to utilize 
the organization for personal advantage. The minister 
cannot be indifferent to the problems occasioned by such 
attitudes. 

Sometimes, unfortunately, the minister envisages him¬ 
self as a White Knight hastening from one sphere of con¬ 
flict to another, dissolving tension and vindicating the 
right, when actually he is making himself into an officious 
busybody. It would be well for him to learn what many 
parents have discovered: that children’s quarrels are fre¬ 
quently best settled by the children themselves and that 
outside interference may aggravate rather than solve the 
difficulty. 

There are cleavages within organizations, however (as 
illustrated by Case 20), which cannot be ignored. In sit¬ 
uations where the minister feels under the necessity of 
actively intervening, he must not domineer but should pro¬ 
vide a time, opportunity and stimulus for the amicable and 
Christian solution of the conflict. Unless a moral principle 
is clearly at stake he dare not permit himself to become a 

70 


Problems within Church Organizations 71 

partisan of either side. His contribution may well con¬ 
sist of a good-humored constructive emphasis on the church 
as a brotherhood of people who not only tolerate but 
love each other, in spite of transitory differences. 

CASE 20 

The women’s guild is regularly divided into two factions on 
practically any issue which may arise. These factions are self- 
centered; each has its own leadership and its own ambitions. 
How would you proceed to minimize or eliminate this conflict, 
winning the primary allegiance of both factions to the church? 

The minister’s first task in this case is to discover quietly 
all the relevant facts. How did this factionalism originate? 
Who are the actual promoters of the factions? What are 
they like and what do they really want? 

Perhaps this women’s guild has some curable defects of 
organization. It may be victimized by objectives that are 
too puny. The cleavage may be traced to some deeper 
factor than overambitious leadership. If so, a thorough 
restudy of the organization should be made, and compari¬ 
sons with prosperous guilds in other churches should be 
presented. Many alert women are gravely discontented 
with the average women’s guild. 

Is there a sizable minority unattached to either faction? 
Could this minority become a solving factor? Does this 
guild have a working cabinet and does the minister counsel 
with the cabinet? Has the minister ever had the rival 
leaders together in his study? These and other questions 
come up begging for answer. 

The minister will do well not to take sides with either 
faction. And not to be in a poisonous hurry to have the 
thing settled. Old Father Time settles some of these things. 
But the minister can and should bring upon the guild a 


In That Case . . . 


72 

steady barrage of challenge to larger and larger objectives. 
And he can do what some ministers are doing: arrange 
corporate communion services for the guild; help plan a 
richer devotional life; organize and lead Bible study or 
mission study classes within the guild. When the tide of a 
deeper spiritual life rolls into these little bays called guilds, 
it covers up many of the rocky problems which threaten 
disaster. 

Hugh E. Brown 

The Reverend Percy X. Smith was again in a stew. His 
church kept him in one stew after another, but by long 
experience he had learned that one may successfully finesse 
his way out of most stews. 

Across the study desk from him sat two ladies, members 
of his congregation. Both were good members. One was 
Mrs. Morrison, aged forty. The other was Mrs. Morris, 
aged thirty. 

“The women’s guild has gotten into a bad way,” said 
Mr. Smith. “ It’s divided. Two factions. All of us know 
it though none of us speaks openly about it. I have been 
hoping that the thing would heal, but it gets worse. It’s 
a bad situation and is injuring our church. 

“ I have decided upon a drastic measure. Something 
must be done and we are going to do it. There are two 
factions. All right, we will divide the guild into two 
groups. Perhaps this isn’t an ideal solution but I believe 
it will work. 

“ This is a Presbyterian church so I have gone about 
this using Presbyterian methods. Last week at the monthly 
meeting of the session we passed a motion instructing the 
guild to divide. One group will hold its meetings on 
Tuesdays and the other on Thursdays. Once a quarter 
there will be a joint meeting. We appointed you two 


Problems within Church Organizations 73 

ladies to be the leaders of the two groups for six months, 
after which you may elect your own officers. We appointed 
you because we know you have not been active in the 
divisive work that has been going on, and because we be¬ 
lieve the welfare of the church is more important to you 
than the factional interests of the guild. We want each of 
you to select an organizing committee of moderates and at 
a joint meeting of the committees to divide the membership 
along factional lines. 

“ I will explain as much of the plan as is necessary from 
the pulpit. And I will preach some sermons along the line 
of loyalty and unity and unselfishness in the church’s work. 
But the success of the plan depends principally upon the 
leadership you two ladies give. 

“ This plan is the order and the wish of the session.” 

Renwick C. Kennedy 

CASE 21 

The young people of the church who rose to positions of leader¬ 
ship from five to eight years ago continue to dominate the 
young people’s society. Others, who are five years their juniors, 
are therefore unable to acquire any leadership status and as a 
result, feeling that there is small place for them in the church, 
are drifting away. How could you proceed to handle this 
problem? 

The problem outlined is found in every church and 
every organization of the church. People of different ages 
do not get on well together. The first thing to do, assum¬ 
ing that the organization itself is a live one and serves a 
real need, is to divide it into younger and older groups. 
This can be done if the older people are handled tactfully 
and the younger people are vitally interested. If it is not 
done the older people grow fewer and fewer and finally 


In That Case . . . 


74 

the organization ceases to exist. Meanwhile the younger 
people are not reached at all. It is possible to bring a 
younger group into their own organization or to establish 
for them a branch of the organization. A few years later 
the work must be done all over again for these so-called 
young people have by that time become older people and 
another generation is waiting to be interested in the church. 

Where the membership of the church is small there is 
danger of not having enough members, either young or 
old, to form a live organization. No parish can have 
enough people to interest all its members in all the things 
in which church people should be interested today. In¬ 
stead, therefore, of trying to organize parochial organiza¬ 
tions for all groups along all lines in a community where 
there are several churches, a plan of cooperation based on 
group ages should be substituted for a competitive and in¬ 
dividual parochial program. Where there are several 
churches each one may assume responsibility for a certain 
age group; the other churches should gladly send their 
people of that age to this group. With the real Christian 
cooperative spirit the whole community and all the 
churches will profit by this new and modern plan. 

John H. Melish 

One effective solution of this problem is the organization 
of units or divisions constituted of persons, of approxi¬ 
mately the same age, who have similar interests and experi¬ 
ences. In some churches, the present number of such 
organized groups is too small, the result being that persons 
who have long outgrown the young people’s society never¬ 
theless insist upon remaining in it inasmuch as there is no 
other group with which they may happily identify them¬ 
selves and in which they may achieve a sense of significance. 
In one church — there are doubtless others — a large adult 


Problems within Church Organizations 75 

membership has been organized into divisions having 
alphabetical designations. “ A ” division is constituted of 
persons fifty years of age and upwards; “ B ” division, of 
middle-aged persons; “ C ” division, of young married 
people from twenty-two to thirty-five years of age; “ D ” 
division, of persons who are beyond college age and still 
unmarried; “ E ” division, of young people of college age 
who may or may not be actually in college. (All persons 
younger than these are included in the organizations of the 
church school.) The several divisions provide their own 
social life, maintain forums for the discussion of religion 
and social ethics, and raise their share of the church budget. 
Thus no one feels disposed to remain in an age group to 
which he does not belong in order to enjoy a needed social 
life or to find an outlet for his energies. 

Ernest F. Tittle 


CASE 22 

There is currently sharp debate in the choir as to its function in 
the church. The chairman of the finance committee has sought 
to persuade the choir that it, as an organization of the church, 
should accept a quota in the financial campaign which is to 
clear off the debt on the parsonage. A number of the choir 
members agree; others are obviously irritated, since they feel 
this is not a choir function and since they are already expected 
to contribute through the church school or the young people’s 
society. What would you do in this situation? 

Here we are dealing with the “ war department ” of 
church activities. No matter what the difficulty is, the 
pastor is always called in to clear it up. The chairman of 
the finance committee has no doubt made a mistake in 
antagonizing certain members of the choir. They are irri¬ 
tated, and that always causes unrest. 

Anyone who is ancient enough to know of a fine art that 


y6 In That Case . . . 

has almost disappeared from American life, knows that it 
would be applicable to the case in hand. I refer to the fine 
art practiced by our parents at certain seasons of the year: 
plucking the feathers of the geese. The object was to get 
all the feathers possible without making the goose squawk. 
What an art that was! Nowhere is the fine art of Chris¬ 
tian diplomacy needed more sorely than in dealing with 
singers who very often have an exaggerated idea of their 
greatness. The ministers themselves are frequently af¬ 
flicted with the same shortcoming. They both often feel 
underpaid, and most of the time this is true. No great 
work can ever be done in music or the ministry if we con¬ 
sider finances alone. 

The underlying motive must be love, and “ art for art s 
sake.” Let us under no circumstances permit the choir, 
or any other organization, to become a football to be kicked 
around. Let us not sidetrack any worthy group for trivi¬ 
alities. Their business is to sing, and sing well. I am 
100 per cent for the choir, if it reasonably performs its duty. 

We are acquainted with choirs who through consecra¬ 
tion and noble idealism have not only performed their 
duties well every Lord’s day, but in a spirit of cooperation 
have put on sacred concerts, operettas and even semi-operas 
that have cleared many hundreds of dollars for the church 
treasury. First and last, however, the choir is not an or¬ 
ganization to raise money. It should be used for one pur¬ 
pose alone, and that is to praise God through one of the 
finest arts that have ever been given to man, human song 
as it expresses the feeling of the heart in adoration to God. 

There is no group that when fully consecrated can be of 
greater help to the minister than the choir. Let us not 
divert the energies of our faithful helpers. 

Frederick J. Weertz 


Problems within Church Organizations 77 

The difficulty about persuading the choir to assist in 
raising funds for the church grows out of the weakness of 
the usual financial methods of churches. The church mem¬ 
bers in the choir should of course do their part so far as 
money is concerned, but to allot a certain amount to be 
raised by the choir, or any other organization within the 
church, leads to trouble. As this case is stated, it shows that 
individuals, under the system followed, are likely to be 
called upon as members of different groups to help in 
several sets. This multiplicity of calls through various 
agencies penalizes the most active members for their zeal! 

The whole financial procedure of the church could be 
organized in a way which would more fairly distribute the 
task and achieve better results in every way. A plan used 
in my own church for many years is as follows: There is a 
budget for the year, providing in one fund for current ex¬ 
penses and in another for benevolences, including mis¬ 
sions. Subscription cards provide a column of amounts 
for weekly payments ranging from five cents to ten dollars 
or more. On one side of this column the subscriber checks 
the amount he is willing to give for current expenses, and 
on the other side of the column the amount for benevo¬ 
lences. He is assured that he will not be asked for any 
other subscription for any purpose during the year unless 
a real emergency arises. No other money-raising plan is 
employed or even allowed. There are no dinners, enter¬ 
tainments or lectures for profit, and no public collection. 
Dinners are served regularly but the meals are provided at 
cost and the service in the kitchen is by people hired for 
the purpose. The dinners are for fellowship and con¬ 
venience. They have been served on Friday evenings and 
Sundays at one o’clock for fifteen years, except in the sum¬ 
mer months, and there has been no financial gain or loss 


78 In That Case . . . 

on them, but there has been great gain in the life of the 
church. 

All members of the church, regardless of any special or¬ 
ganizations to which they belong, are expected to be rep¬ 
resented in the regular subscriptions to the one treasury of 
the church. In turn, all expenses of all organizations are 
paid from this one budget — including the church school, 
the women’s club, the young people’s society, the men’s 
club, the Scouts, the Camp Fire girls, and whatever other 
agencies there may be. In this way no such problems as 
the one under discussion ever arise. 

Edward S. Ames 


CASE 23 

In the choir there is a loyal member, who rarely misses a prac¬ 
tice period or a Sunday service, who sings lustily, and who is 
unaware that he often sings slightly off key. Other members 
of the choir are irritated and embarrassed by his interference 
with the harmony of the anthem, and a few church members 
have commented on the unfortunate situation. Much dis¬ 
turbed, but at a loss as to what she should do, the director of 
the choir comes to you asking advice. What will your counsel 
be? 

Presumably the singer in question is one of a choir com¬ 
posed of volunteer members. The fact that he is render¬ 
ing volunteer service makes the problem more difficult of 
solution. If he were being paid, he could be dismissed 
with better grace. Incidentally it may be remarked that 
choirs in Bible times were paid from the same treasury 
from which other religious workers received their remu¬ 
neration. I do not know when volunteer choirs origi¬ 
nated, but apparently there is no scriptural sanction for 
such. The churches drifted into this custom as the result 


Problems within Church Organizations 79 

of a need, just as they have slipped into other practices for 
which there is no scriptural reference. The most frequent 
excuses for the volunteer choir are that the church is finan¬ 
cially unable to pay the musicians, and that there is no 
more reason or Scripture for paying them than there would 
be for paying the officers and teachers in the Sunday school 
and young people’s work; and this is true. The plan in the 
Old and New Testaments was to pay all religious workers 
without discrimination, and this carried with it the right 
of selection. The exercise of that right in the case before 
us would solve the vexing problem. 

The case might be handled, however, by diverting the 
offending singer to some other work for which he is better 
adapted. Again, it might be possible to approach him so 
tactfully as to disclose the difficulty and secure his agreeable 
consent to withdrawal. Still again, if he is too sensitive 
to warrant anyone’s conference with him about the situa¬ 
tion, a spirit of forbearance could be shown by other mem¬ 
bers and the course of instruction on the part of the choir 
director could be so shaped as to obtain some improvement. 
As long as the choir remains voluntary the last suggestion 
in a stubborn case seems about the only one left to follow. 

Joseph M. Dawson 

The efficiency of the worship of many a church or school 
suffers from the continued service of a devoted person who 
is unconscious of or indifferent toward some personal de¬ 
fect, and who goes on causing disquiet and giving offense 
to people in the congregation. The adjustment of such 
cases requires delicate treatment and a large measure of 
tact. The minister and officers must decide between the 
measure of injury to the services likely to result from a 
continuance of the faulty performance as compared with 


8o 


In That Case . . . 


the effect of a kindly but firm suggestion that a change is 
necessary. Present always is the possibility that offense 
may be taken and trouble generated by any attempt at 
remedial action. Yet such risk ought not be evaded if the 
fault is palpable and serious. It is better that one person 
should be offended than that an entire congregation or de¬ 
partment should suffer. On the other hand, if the in¬ 
dividual in question is really devoted to the welfare of the 
organization, and possessed of a Christian spirit, he will not 
be offended, and indeed ought to be grateful. 

To be sure, any type of service rendered in a church or 
school is subject to some criticism. Is there a minister, an 
organist, a singer, a teacher, an usher or any other function¬ 
ary against whose services some adverse comment may not 
be uttered by some member? Great care is needed in judg¬ 
ing of the actions of those whose purpose it is to render 
faithful and acceptable service. Nevertheless, when that 
service is impaired by unavoidable faults of performance, 
there should be no hesitance in bringing the matter to at¬ 
tention and correction. The dignity, worshipfulness and 
efficiency of the church’s ministry ought not be jeopardized 
by failure to apply a suitable and considerate corrective. 

Herbert L. Willett 


CASE 24 

A sizable minority of the church’s governing board objects to 
the fact that the church budget allots practically as much 
money for the church music as for foreign missions. The 
leading members, however, fear that certain large pledges will 
not be renewed if the music falls below the high standard which 
has characterized the church. A new budget is being prepared 
for the next year, and the old debate is being aired. What 
should the minister’s policy be? Should he seek to throw his 
influence on either side of the controversy? 


Problems within Church Organizations 81 

Strange, is it not, that when the music budget seems large 
and the missions budget seems small, the only expedient 
which occurs to us is to cut the music budget, and that we 
are afraid to do that because it might lose us some pledges 
from music lovers. Surely there is a better way. Why not 
increase the missions budget until it is decently high? 
Then the enthusiasts for missions will have ample scope 
for their efforts in obtaining the extra money necessary to 
balance the new and increased budget. 

But I am skeptical about the value of these easy compari¬ 
sons. I am not at all sure that in every case the budget for 
foreign missions should be greater than the budget for 
music. It depends partly upon the kind of foreign mission 
work which is being done. Is it meanly denominational, 
pridefully statistical, exclusively evangelistic, sentimentally 
promoted? It depends partly upon the kind of music that 
is being proposed. Is it the professional skill of an artistic 
quartet, without any pretense of Christian consecration, 
or is it a music faculty of devoted instructors who will 
help young people and old to regain the joy of Christian 
song? 

Until the minister has thought such things out pretty 
carefully, he should postpone any policy in the old debate. 
And his influence can be thrown, this way or that, not by 
deciding things for his people and imposing his decision 
upon their will, but by the slow and patient process of the 
teaching of underlying principles out of which responsible 
decisions grow. 

Bernard C. Clausen 

The church which I have served longest has a large item 
for music in its budget. I have always regarded this as a 
wise expenditure. The depression came and even the 
strongest churches reduced their appropriations for music. 


82 


In That Case . . . 


Many of them turned to choirs of volunteers, and paid only 
an organist and director. When our budget had to be re¬ 
duced, it was proposed to eliminate the appropriation for 
music or to cut it so drastically that the character of the 
musical service would be completely changed. 

Of course I did not want the benevolences to suffer, be¬ 
cause the church’s missionary and educational efforts 
should be increased in such a time of disturbance. What 
could I do? Some reductions were inevitable. I could 
have allowed myself to be put in the position of choosing 
between the music and the gifts for missions. A visiting 
minister in my pulpit might refer in his sermon to churches 
which spend much for music and little for missions; indeed, 
one did that at the time when I faced my problem. He 
was a secretary of the denominational board of missions. 

I gave up neither music nor missions. I decided on the 
maximum budget I thought my church could raise, which 
was less than the one we had had. I started in by reducing 
my own salary and then all other salaries including those 
of the choir. We discovered certain items of local expense 
which could be eliminated entirely. A few organizations 
in the church agreed to raise special contributions for some 
of the benevolences. The result was that we lost neither 
the inspiration of the music nor the gifts to the community 
and world program of the church. 

I would follow such a course every time. If a minister 
is compelled to decide between missions and music he must 
give up the expenditure for music; there could be no hesi¬ 
tancy. Many a church has good music and pays little for 
it. But every church must have music that aids in worship. 
People will be moved to do their duty if they find at the 
church an inspirational service, and good music is too much 
of an aid to worship to be neglected. The expenditure of 
a large sum of money may not secure the kind of music a 


Problems within Church Organizations 83 

church should have. In our nonritualistic Protestant 
churches we have come to the time when we must give 
very careful and thoughtful consideration to our music. 
The minister should exert every effort to avoid a conflict 
between the items in his budget for music and missions. 
Or else he may not have enough people at his church to 
promote any missionary task. 

Ivan Lee Holt 


VI 


PROBLEMS ARISING 
BETWEEN CHURCH ORGANIZATIONS 

W HILE conflicts between church organizations present 
patterns somewhat similar to those arising within in¬ 
dividual societies or clubs, they are usually of a more serious 
nature and tend to continue over a longer period. The 
importance to the church of the minister’s ability to deal 
with such issues tactfully, without undue assumption of 
power and prerogatives and with proper consideration for 
the rights and traditions of constituent societies and their 
members, can scarcely be overrated. His skill in these re¬ 
gards will serve as an index of his efficiency in the ad¬ 
ministrative aspects of his task. 

Lack of harmony between the church societies or the 
domination of one over the rest is generally caused by a 
mistaken loyalty. Instead of giving prime allegiance to 
the church itself, the members of a subordinate group have 
developed partisan or sectarian enthusiasms which may sap 
the strength from the rest of the structure. The wise and 
capable pastor will not permit such a situation to develop, 
though he may be unfortunate enough to inherit this sort 
of problem from a lax predecessor. Where there is a strong 
active program the leader must serve as a balance-wheel 
to impart steadiness to the craft and to insure an even 
performance. A minister is essentially an interpreter. He 
not only seeks to interpret God to man, but also man to 

84 


Problems between Church Organizations 85 

man and class to class. It is his task to break down the bar¬ 
riers between racial and cultural groups, between urban 
and rural populations, and also between the women’s for¬ 
eign and home missionary societies. 

Overorganization may be as unfortunate as underorgan¬ 
ization. In the former case there are too many wheels in 
the machinery. Loyal church members are besieged by 
competing groups for their adherence and support. The 
struggle to keep the various clubs functioning takes a major 
portion of the church’s energy, so that in spite of much 
work little progress is shown. Each society develops vested 
interests which must stand inviolate, or the peace of the 
brethren is jeopardized. An organization whose function 
is not integrated into the program of the church will either 
shrivel up and blow away or become a trouble maker. 

An important factor in the solution of tension between 
church organizations is time, which heals many a wound. 
A far-seeing pastor will not ignore the problem, but will 
work slowly and patiently, building up the loyalty of the 
people, winning their confidence, exalting the church itself 
and stressing its prior claims. He will not frustrate his own 
aims by trying to use an authority which he does not possess. 
One of the values of an extended pastorate lies at this point. 
The longer his period of service, the better a man knows 
his people and understands their interests and traditions, 
and the more willing they are to listen to his counsel. 


86 


In That Case . . . 
CASE 25 


Under the vigorous leadership of a prominent businessman, the 
men’s Bible class has grown until it has a membership equal 
to half that of the church. The class has an active program 
and has, in most respects, become independent of both the 
church school and the church. It selects its own benevolence 
projects and manages its own budget, without reference to the 
church. The majority of its members go home or to the golf 
course instead of remaining for the morning worship service. 
In short, it is almost a competing organization, utilizing the 
church as its meeting place, using the church rolls as its pros¬ 
pect list, indirectly and unintentionally undermining the 
church’s worship and financial program, and, at the same time, 
making scant contribution to the general budget. Assume that 
you are a pastor who has recently come to this church. How 
would you deal with this difficult situation? 

I have had no experience with overgrown men’s Bible 
classes. From what I hear, they are sometimes as hard to 
manage as Kate Smith in a revolving door. Some of them 
are nourished on promotional fodder that a patent medi¬ 
cine show would hesitate to eat. 

If I were the pastor, “recently come to this church,” 

I would study this case with all the energy and patience of 
a good diagnostician. I would examine the history of this 
class with the best microscope I could find. How has this 
church dealt with this vigorous leader? Has he ever been a 
trustee, a deacon or a member of any official board? Has 
his counsel ever been sought on major concerns of the 
church? Has he been allowed to develop the idea that he 
is neither needed nor favored in the general management 
of the church? Has some former minister blundered in 
the matter? 

I would lose no time in asking this leader to my home 
and inviting him to explore with me the areas of fuller 


Problems between Church Organizations 87 

cooperation with the total church program. I would as¬ 
sume in the conversation that he and the class were anxious 
to cooperate. I would ignore the past record of divided 
loyalty. 

If he seemed to be a sensible Christian man, I would 
seek to have him elected to a place of primary responsibility 
in the management of the church. If he turned out to be 
intractable, pettily ambitious and generally hopeless, I 
would invite a small group of the more thoughtful of the 
class, and state to them the whole problem. If I could not 
make progress on that road, I would put the problem up 
to the church council, and seek patiently the Christian 
solution. 

Hugh E. Brown 

My first move, upon assuming the pastorate, would be 
to contact this prominent businessman individually. In 
my office at the church! Not at his home, or his place of 
business, or at a dinner engagement, but in my office at the 
church. The King’s business is the greatest business on 
earth, and should be conducted in a businesslike way. Any¬ 
one could see that the former pastor must have been a 
weakling, else he would not have permitted this man’s rare 
genius — as demonstrated by such an outstanding piece of 
work — to have been misdirected as it was. 

I would upon knees of prayer ask God to give me that 
man’s heart and confidence. I would do everything on 
earth through love and kindness to use this man’s talents 
constructively. We need businessmen, professional men, 
and foremost leaders in all walks of life. Great churches 
are not made by weaklings, but through strong business 
and intellectual leaders. If he loves the cause, which I pray 
he does, I would make the winning of this man the major 
objective of my ministry. I would point out every one of 


88 


In That Case . . . 


his good traits, I would appeal to his loyalties, and even 
to his ego. (Every man has his ego, let us use it for the 
glory of God.) 

Then when I had done this, I would slay him “ with a 
knock-out blow,” and show him how his leadership was 
proving to be a devastating and disastrous influence to the 
cause of Christ. I would also show him that he was leading 
men away from God and the beauty of holiness, that he 
was drawing men away from God’s house and the appointed 
services. I would prove to him that a steward must be 
faithful in all things! I would absolutely have no mercy on 
him when it came to showing him his failings. After this 
I would woo him back through love. There would be no 
evading of issues. The pastor through love would once 
and for all point out the fact that there can be but one head 
of the institution, and that is the man whom the congrega¬ 
tion called to be its rightful head. 

We would now be ready for the next step, the calling 
together of every organizational leader in the church, in¬ 
cluding this prominent businessman. I would at that time 
lay down the policy to be followed by all. There is no 
greater program on earth than that which challenges us 
through the church. We can render no greater allegiance 
than being faithful to its teachings and its supreme head, 
Jesus Christ our Lord. Christ and the church would be 
stressed above everything else! Every organization in the 
church would be commended for its aggressiveness, but no 
one individual or organization dare to be a law unto itself, 
however worthy the objective. It would be shown to every 
group that a house divided against itself must ultimately 
fall. “ The strength of the wolf is in the pack.” 

From now on, no major objective shall be inaugurated 
until it has received the official sanction of the church 
board. The major sin in church work today is that we are 


Problems between Church Organizations 89 

permitting organizations to become ends in themselves, 
instead of means to an end. Any society in the church, 
worthy as it may be in itself, that does not harmoniously 
dovetail into the larger work of evangelism, cannot of itself 
be a blessing to the church. I am certain that with this 
purpose of heart dominating the minister and his people, 
vitality would come to this church. 

Frederick J. Weertz 


CASE 26 

The men’s brotherhood is a somewhat feeble organization, 
which holds from three to six meetings each year. These are 
occasionally well attended, but usually, in spite of all the 
efforts of officers and the church secretary, only a small propor¬ 
tion of the men of the church are present. However, the 
brotherhood has been much irritated by the new church night 
series which is being planned by a committee representing all 
the organizations of the church, and its president has remarked 
on several occasions: “ If this program goes through, it will 
mean the end of the brotherhood.” Many other men are also 
annoyed at what they regard as unfair competition. What 
suggestions would you make to minimize this tension? 

A church like any other institution is subject to the law 
of change, and may discover that one of its societies, for¬ 
merly useful, is no longer needed. This does not imply 
that the particular organization has reached the end of its 
usefulness in every church, but in the instance noted such 
is evidently the case. It should be a source of satisfaction 
that a new plan of activity has met with favor, and the new 
instrument is proving a success. It is doubtless difficult 
for those who have devoted themselves to the older agency 
to accept the situation, but the experience is not unusual. 
They have the choice of devising some method of infusing 
new life and interest into the brotherhood, or of yielding 


In That Case . . . 


90 

gracefully to the logic of events and letting it disappear. 
There may be room and need for both organizations in 
the work of the church, in which case the older one must 
become more effective. New leadership, or a new program, 
may solve the problem, and leave the field open for the 
church night plan to function in its own sphere. At least 
it would seem that such an experiment should be tried. 

There is no virtue in abandoning an enterprise until 
and unless it is clear that it is no longer useful. It may 
well be that the two forms of activity may be made to appeal 
to different groups in the church membership, or may at¬ 
tract an increasing number of constituents. This is an age 
of fresh experimentation in church work. The prayer 
meeting, once accepted as an essential midweek feature of 
church life, is disappearing and has in many instances been 
replaced by some form of church night program in which 
worship, entertainment and refreshments are combined in 
an attractive project, to the enrichment of the church’s life 
and the satisfaction of the community. There is no reason 
why such a device should interfere with the work of a prop¬ 
erly planned and efficiently conducted men’s brotherhood. 
Only experimentation can decide the matter. Meantime 
it would seem that whichever best meets the needs of the 
church should have the right of way, unless there is room 
for both. In any case the leaders of both organizations 
should take counsel with each other in the spirit of mutual 
good will and with the desire to make the church the most 
efficient instrument possible in meeting the needs of the 
community. 

Herbert L. Willett 

This organization should be abolished. It was said of 
Hannibal’s march across the Alps that it was greatly im¬ 
peded by the number of asses that accompanied the troops. 
Dr. Rainsford’s success lay partly in his ability to kill or- 


Problems between Church Organizations gi 

ganizations which had outlived their purpose. A “ brother¬ 
hood” dominated by the spirit of unbrotherliness and 
absence of cooperation may be a leaven of the Pharisees 
in the parish. “ Take heed and beware of the leaven of 
the Pharisees and Sadducees.” 

John H. Melish 


CASE 27 

In their zeal for the missionary cause, the women of the home 
and foreign missionary societies are eager to secure the first 
opportunity to present their work to the congregation. Each 
wishes to be first in making its appeal, since it is felt that the 
congregation will give more readily to the first cause which is 
presented than to the second. This issue is not so serious in 
itself but is symptomatic of a cleavage between the organiza¬ 
tions which is of long standing and carries over into the 
other women’s work in the church. Since you are destined to 
be the arbiter of all such disputes, the presidents of the two 
societies come to you to “ decide between them.” What will 
you do? 

This problem involves again the question of the organ¬ 
ization of the work of the church and of its various depart-! 
ments (cf. Case 22 ). Where an adequate unification of all 
interests is lacking, appeal is made to the minister to settle 
conflicts and this embarrasses him and forces him to be a 
rather arbitrary dictator. With a unified budget all such 
special appeals for funds are eliminated and the different 
societies receive fairer consideration and more money. 
However, if a minister has to decide between two mission¬ 
ary organizations, as the case assumes, he might have them 
take turns in first place in alternate years. 

The more serious problem of a “ cleavage ” can be met 
by a unified program for women’s work. In my own ex¬ 
perience, to avoid competition between the Ladies’ Aid 
Society and the Women’s Missionary Society, we formed 


In That Case . . . 


92 

a Women’s Society to which all women of the church 
automatically belonged, and made these two societies de¬ 
partments of the inclusive organization. We added a de¬ 
partment for the aid society, and an educational department 
to cooperate with the church school, and a social depart¬ 
ment to do calling and to help with social occasions. 
Chairmen of these divisions were appointed and reports 
were made to the regular weekly meetings of the general 
society. 

This plan worked so well that later it was expanded into 
the form of a regular Woman’s Club having all the features 
of a federated woman’s club, and maintaining those fea¬ 
tures naturally belonging to such a club within a church. 
There are no dues or other monies raised by this organ¬ 
ization, since all expenses are taken care of by the common 
treasury of the church. Women of all ages and types work 
together under this arrangement and the experience of 
many years has proved its great practical and cultural value. 
Too often the typical club woman is not interested in the 
traditional church societies, and just as often the typical 
church woman does not find her place in the usual club. 
Each type needs the other, and together they make a much 
stronger and more valuable factor in the life of the church. 
The coordination and unification of these societies, to¬ 
gether with the unified financial system of the whole 
church, has eliminated friction, strengthened all the causes 
represented, and added to the happiness and efficiency of 
the minister and congregation. 

Edward S. Ames 

This is not zeal for the missionary cause which has split 
these women into rival groups, contending for the right 
to present their cause first to the congregation. This is 
silly, childish pride, and should be recognized as such. 


Problems between Church Organizations 93 

It does not require nor deserve an arbiter for the dis¬ 
pute, nor should any minister waste a minute trying to 
“ decide between them.” It is, however, aptly designated 
as a symptom, and should be examined as such. And the 
illness which it betrays will not yield lightly, but must be 
treated with slow patience. Here is the prescription which 
is indicated: 

(1) A series of sermons in which the “walls of parti¬ 
tion ” between home and foreign missions are successively 
broken down, by wise use of illustrative material that will 
represent both sides as being parts of a unified whole. 

(2) A meeting in which the two women’s groups meet 
together, and report their success in terms of a single total, 
combining their separate receipts. 

(3) A series of women’s meetings in which each group 
presents its side to the other, and the minister welds them 
both into one. 

(4) A unified mission budget, with all mission gifts 
pooled for skillful allotment through the efforts of a well 
informed committee. 

(5) Then the fervent singing of “ Christ to the world 
we bring.” 

Bernard C. Clausen 


CASE 28 

The church is proud of its Boy Scout troop, and the lads almost 
idolize their scoutmaster. Three or four times in the spring 
and fall, he conducts an overnight hike for the boys. The 
troop leaves on Saturday afternoon and does not return until 
Sunday afternoon. The superintendent of the church school 
regards this as disloyal and perhaps as irreligious. He comes 
to you, the minister, to force you to decide whether such a 
“ demoralizing force, which breaks down habits of Sunday 
school attendance,” is to be tolerated. What will you do? 


94 


In That Case . . . 


The Reverend Percy X. Smith accepted the two-bit cigar 
that Mr. Perry Cone offered him. Instead of lighting it 
he began to chew it. He ran his fingers through his hair 
and propped his feet on the study desk. 

Mr. Cone, across the desk from him, had Percy Smith 
in a corner. It was not pleasant in the little study. Mr. 
Cone besides being superintendent of the Sunday school 
was superintendent of the Pineville cotton mill and was a 
large contributor to the finances of Mr. Smith’s church. 

“ I must not truckle to this man,” Percy said to himself. 
“ Let him beat me in this and I’m ruined. Besides, he’s 
wrong.” 

“ Were you ever a boy? ” he asked Mr. Cone. 

“ Yes. Of course,” the superintendent answered, a little 
shortly. 

“ Did you ever go swimming on Sunday afternoons when 
you were a boy? Honest, now? ” 

“ Well, yes, I did, sometimes.” 

“ And I’ll bet you ‘ looked rabbit gums ’ and went fishing 
when you could sneak off and ran around with the young 
roughnecks of the village every Sunday you could.” 

“ There’s some truth in the charge,” said Mr. Cone with 
a bit of pride. 

“ And today you are superintendent of a cotton mill 
and of a Sunday school. It didn’t ruin you. 

“ There are two points in this matter, Mr. Cone. One is 
that we are dealing with boys, not adults. The other is 
that they are absent only four Sundays in the year. 

“ Our Scout troop has brought boys into our Sunday 
school and held them. It has done a good piece of work. 
There are boys in it and in the Sunday school who never 
attended any Sunday school before the troop was organized. 

“ Mr. Bonner has given a great deal of his time to the 
boys. They love and admire him, and he is a good man. 


Problems between Church Organizations 95 

a Christian man, the right kind of man for them to love 
and admire. Sometimes I feel that he has done more for 
the boys than I have done for any group in the church. 

“ I wouldn’t want to see him take them away over Sun¬ 
day more than four or five times a year. But he holds a 
religious service for them whenever he has them out on 
Sunday, just as he does when they are all here in the church. 
And they don’t do anything very worldly or wicked. 

“ The boys enjoy the outings. I can’t see that any harm 
is done. They are just boys. It happens only four times a 
year and Mr. Bonner has promised me that it won’t happen 
more often. I think we ought to encourage Mr. Bonner 
and the boys by our approval of the hikes. It may be that 
they get more on those Sundays than we give them here at 
the church. 

“ After all, Mr. Cone, you spend six weeks in the moun¬ 
tains every summer, away from your church, and I have 
heard you don’t attend Sunday school every Sunday.” 

“ I consent,” said Mr. Cone, grinning. 

Renwick C. Kennedy 

Week-end holidays of church members are one of the 
chief reasons for the decline in church attendance, as Catho¬ 
lics, Jews and Protestants will testify. The Catholics meet 
this situation by having many early short masses, and 
along the highways signs inviting their people to attend the 
next mass. The Jews celebrate late Friday afternoons more 
than the seventh day of the week. The man who draws the 
largest religious crowd in New York has his assembly on 
Wednesday night, and in England the popular service is 
on Sunday at six p.m. after the people return from their out¬ 
ing and before the evening meal. 

We Protestants go on having our eleven o’clock service, 
of regulation length, on Sunday, and berate the people who 


In That Case . . . 


96 

attend for what we call the sins of the absentees. At every 
service I attended one vacation, at different churches, the 
ministers preached on the duty of church attendance. Cus¬ 
toms change and church attendance at eleven a.m. or eight 
p.m. is an honored custom, but it is honored in the breach 
today by an increasing number of otherwise loyal church 
people. 

The superintendent of the church school will find that 
he does not promote habits of attendance, either in school 
or church, by this attitude of opposition to the Scout troop. 
The minister can have a brief service for his Scouts before 
they leave or he can arrange to have a service at some time 
during their week-end hike. In this way he will promote 
their attendance on other Sundays when they do not go 
on a hike, and keep them in touch with religious things. 
He will also teach them that “ neither in this mountain 
nor yet at Jerusalem but in spirit and in heart the true 
worshiper shall worship the Father.” 

John H. Melish 


CASE 29 

The program of the church school is being directed by a capable 
young woman who has been trained in the newer methods of 
religious education. She, with the aid of the teachers, has 
developed a well integrated program which aims at character 
education and centers about problems of social and personal 
adjustment, rather than the teaching of the Bible. A common 
complaint of parents is that insufficient emphasis is being given 
to the teaching of the Bible. They feel themselves incapable 
or unprepared to teach religion to their children at home, but 
are sure that their children are not receiving the same kind of 
instruction that they themselves received when children. The 
director is baffled by the problem and comes to you for advice. 
What will you propose to her? 


Problems between Church Organizations 97 

This common complaint may or may not be justified. 
If there is, unhappily, good ground for it, so far as the Bible 
is concerned, the school’s curriculum and teaching methods 
should be revised. If it is not justified, the school none¬ 
theless should earnestly seek parental understanding and 
cooperation. Departmental meetings should be held, in 
which teachers are given abundant opportunity to acquaint 
parents with the use they are attempting to make of the 
Bible and to suggest the need of biblical “ homework ” 
with parental assistance! In some cases, parents may be 
asked to cooperate with teachers in the planning of units of 
study. In all cases, parents should be advised at the be¬ 
ginning of a unit what materials, including biblical pas¬ 
sages, are to be used; and what the objective is; and how 
the home may work together with the school. 

Ernest F. Tittle 

This is a problem of reconciliation. The socially trained 
young woman should base her teaching on the Bible and 
let it be interpreted by the Bible. She should at the same 
time try to induce home cooperation by establishing con¬ 
tacts which would cultivate understanding. The reconcil¬ 
iation between the conservative and progressive groups, 
between those who hold exclusively to the individual gos¬ 
pel and those who embrace exclusively a social gospel, 
must be effected, if Christianity is to have a full, well 
rounded instruction. It can be done and should be under¬ 
taken with intelligence and with conscientious effort. 

There are no truths so vital or so attractive to the church 
school as those contained in the Bible. I believe that all 
the essential matters pertaining to character education, 
and to personal and social adjustment, possible in the cur¬ 
riculum of the church school, can and should be presented 


In That Case . . . 


98 

in connection with the Bible. I think it is very unfortu¬ 
nate if those in charge of the religious instruction have no 
training in these matters, just as I think it most unfortunate 
if highly specialized training on their part should be ex¬ 
ercised with ignorance of or neglect of the Holy Scriptures. 
A church school should be a Bible school, but a Bible school 
should be a real school and so ordered as to fit for life as 
well as for heaven. 


Joseph M. Dawson 


VII 

OTHER ADJUSTMENT PROBLEMS 


E VERY organization, religious or secular, is confronted 
with two typical tension patterns. The one is that 
which exists between the elders and the novitiates. The 
other, which may or may not be closely related to the first, 
is the conflict between the conformists, who wish to con¬ 
tinue the observances, rituals and procedures that are en¬ 
shrined in the affection of the people, and the innovators, 
who long for variety and are not afraid of change. 

Because all these groups are represented in his church 
and parish the minister has greatest need for breadth of 
view and detachment. Whether he be young or old, he 
must be free from the biases of his own age group. Only 
then will he be able to interpret the special interests, the 
gaiety, the carefree nonchalant spirit of youth to age, and 
at the same time help the young people to appreciate the 
value of the heritage which is cherished by their elders. 

CASE 30 

A kindly, retired minister is one of the most regular attendants 
at the young people’s meetings. As he says, he enjoys their 
companionship and the atmosphere of vitality and enthusiasm. 
However, the young people are less appreciative of his pres¬ 
ence. They are somewhat irked by his lengthy participation 
in the discussions at their meetings, and finally in despair come 
to the minister, asking if he cannot give them some relief. 

Some years ago one of our Protestant churches in 
America found it necessary to establish an upper age limit 

99 


lOO 


In That Case . . . 


of thirty for membership in its young people’s society. Too 
frequently a group would organize an Epworth League and 
maintain control of it after all members of the group had 
reached middle age. One of the trying situations a pastor 
meets is deciding what to do with a young married people’s 
class when the members continue in it until they are grand¬ 
parents. Almost as embarrassing is the older person in the 
church who wants to remain young by associating with 
young people. He is always saying, “ One is as old as he 
acts, you know.” If he happens to be a retired minister 
then the difficulty is increased. 

Not long since a pastor said to me, “ Blessed is the man 
who does not have in his congregation a retired minister! ” 
And his view is shared by many. However, I remember 
also the preacher who said, “ I am fortunate enough in my 
present pastorate to have in my congregation a retired 
minister of my Conference. ” The difference in attitude 
may be due to a difference in the temperament of the re¬ 
tired ministers, but it may likewise be due to a difference 
in the administrative genius of the active pastors. 

There are so many things a retired minister of advanced 
years can do to aid the pastor of the church he attends. 
I met one the other day in a Texas town who said, “ Our 
little church cannot afford to pay a caretaker, but I am 
physically strong enough to look after our church property 
and am glad to do so as my service.” In a Missouri city 
I know an old minister who says, “ My pastor lets me visit 
the older members of the church whose language I speak, 
and who want more frequent visits than the pastor can 
make.” In an eastern city an able and vigorous retired 
minister is teaching a class of old people who have come to 
the Sunday school for fifty years and will not quit. There 
are so many helpful services a retired minister can render. 

If an elderly minister persists in attending the young 


Other Adjustment Problems 101 

people’s meetings the pastor may have to ask him to stop. 
But there ought to be an easier way than that. The re¬ 
tired minister may be given a real task in the church. 

Ivan Lee Holt 

The Reverend Percy X. Smith squirmed uncomfortably 
in his chair, looking across his desk into the pious and kind 
face of a gray-haired man. 

“ It’s like shooting a rabbit in its bed,” Percy reflected 
as he tightened his tie. 

“ You have been a loyal member of our congregation 
ever since you retired from the ministry and settled here, 
Mr. Carson,” he said aloud. 

44 I love the church,” Mr. Carson said. 

44 You have been a minister. Well, I want your advice. 
I am faced with the necessity of taking a step that may 
offend a good member of this church. If I do not take it 
one of the important organizations of the church will suf¬ 
fer. So I want your advice. Shall I risk offending one 
person, or to avoid offending that person shall I risk the 
welfare of an important organization of the church? ” 

44 You have no choice,” said Mr. Carson. “ You must 
risk offending one person. It may be that you won’t offend 
him.” 

44 He loves the church.” 

44 If he loves it enough he won’t be offended.” 

“ I think he loves it enough. Mr. Carson, you are the 
man.” 

44 1 ? ” 

“ Yes.” 

“ What is it? ” 

44 The young people. They don’t want you to attend 
their meetings. They say you talk too long, preach at 
them, cramp them and deprive them of ease and freedom 


102 


In That Case . . . 


of expression. Last Sunday night they say you talked a 
half-hour after their program was ended. They say that 
you are sixty-five and they are under twenty. They respect 
you and like you but they want their meetings left to them¬ 
selves. They don’t feel free and easy with you there. They 
have talked to me about it for a year. 

“ Finally I decided that you love the church enough not 
to be offended, so I have told you about it. What I have 
told you is the truth. 

“ I wouldn’t offend you for anything in the world. But 
I don’t think you should be offended. Frankly, I think 
the thing for you to do is to laugh about it and forget it. 
They’ll probably be inviting you back in six months to 
make talks to them. 

“ It’s all right, isn’t it, Mr. Carson? ” 

“ Yes,” the old man said. He didn’t laugh but he smiled 
a little. 

“ I love the church,” he said. 

Renwick C. Kennedy 
CASE 31 

Some of the older members of the church have become dis¬ 
turbed since they learned that there are no chaperons at the 
young people’s social affairs, which sometimes do not break up 
until midnight. As a solution these adults urge that young 
people be denied the use of church property for social affairs 
unless an older person is in attendance. When this matter 
was broached in the cabinet of the young people’s society there 
was vehement opposition, since they felt that their integrity 
had been called into question. Their president comes to you 
for support. What will you say? 

This question presents two points of view always en¬ 
countered in church work: first, the elderly people becom¬ 
ing disturbed about “ flaming youth,” and in turn, the 
young people resenting the action of the elders. 


Other Adjustment Problems 103 

That young people rise up vehemently when the elders 
discuss their affairs is nothing to become perturbed over, 
unless the complaint is just. Some elders can paint blacker 
devils than hell itself holds, and “ panning ” the young 
folks often becomes a favorite pastime with them. Ameri¬ 
can youth, and even elders, are wonderfully fair if they see 
each other’s problems in the proper light. 

The president would be told that they are setting a poor 
precedent by staying out until midnight unchaperoned. 
The honor of Christ’s church must not at any time be 
brought into question. Their actions, like those of Caesar’s 
wife, must be above suspicion. Every life should be will¬ 
ing to stand investigation. I would present this entire 
matter from the angle of good sportsmanship. Young 
people’s work is a game. The grandest game on earth. 
No game but what has its referee and its penalties. As 
good sports they should continue to welcome any sugges¬ 
tion on the part of the elders. As fair-minded young peo¬ 
ple, they are to have good terminal facilities. We shall 
play hard while we play and not drag out the evening’s 
entertainment until midnight. Then in winter there is 
the angle of light and heat, and always the matter of keep¬ 
ing the poor sexton awake until the “ wee hours.” Recrea¬ 
tion ceases to be recreation if wholesome and needed rest 
is sacrificed. 

Now for the older folks. It would be definitely under¬ 
stood that the young people are not under any circum¬ 
stances to be driven out of the church. Youth always has 
been on the march. The church must forever give direc¬ 
tion! The elders must not become “ hard-boiled ” about 
the youth problem. Every group must be given considera¬ 
tion from the cradle to the grave. The elders should not 
make themselves offensive. Where young people are dis¬ 
criminated against, the church rapidly perishes. As lead- 


In That Case . . . 


104 

ers we should love and encourage, instead of becoming 
harsh. “ These jewels ” should be our chief concern. 
They are the church of the morrow. Surely we do not 
intend to drive them away because of occasional irregu¬ 
larities. Elders must not expect perfection or even a sanc¬ 
timonious placid type of static goodness. They should wel¬ 
come action! A young man or a young woman who is full 
of life and can raise a “ revolution ” is splendid material 
for the ministry or the missionary cause. 

The wise pastor will ever keep a watchful and sympa¬ 
thetic eye on the youth of his church. He will work with 
them until the “ problem ” is turned to a joy and a mighty 
force for righteousness. Those of us who have known the 
old Christian Endeavor, with its one type of meeting for 
all groups, turn with joy to the new program — the senior 
forum, the university and business group, the senior high 
school group and the junior high group — with a beauti¬ 
ful central devotional period for all, and separate discus¬ 
sion groups for each. 

No church that guides its youth in recreational activities 
as well as in spiritual emphasis will go amiss. A healthy 
social life is necessary, to counteract present-day trends of 
dancing, card playing, vicious amusements. For these, if 
the pastor is willing, may be substituted camps, roller skat¬ 
ing, ice skating, outdoor and indoor activity of varied 
types that will bring joy and inspiration to all. It will 
work the hide off a minister to execute this program, but it 
gets results. It is no accident, but the result of hard work, 
supervision and prayer, that twelve young people at one 
time in some churches are preparing for active Christian 
service. 


Frederick J. Weertz 


Other Adjustment Problems 105 

I would deal sympathetically with the problem brought 
by the president. I would say: The older members do not 
need to be disturbed, but their worry is natural. They 
lived their youth in a more restrained atmosphere. They 
find it difficult to accustom themselves to the unconven¬ 
tional social habits of modern youth. They read with un¬ 
concealed alarm newspaper accounts of youth running 
wild. Their sense of disturbance in this case grows out of 
their affectionate concern for you, rather than from their 
distrust. You must be patient with them. And why not, 
out of deference to them and to a general custom of long 
standing, still maintained in many quarters, arrange to 
invite to each of your parties some older friend of the 
group or some parent? 

Here again is revealed the advantage of having behind 
every young people’s society an organization of the parents, 
with occasional joint meetings and with frequent com¬ 
merce between the groups. Talk this plan over with the 
president, and get him if possible to take the initiative in 
developing such a fostering body. This idea is not mere 
theory. A number of churches which I know are securing 
superior results by this simple device. It works. 

Hugh E. Brown 


CASE 32 

The drama group has decided to combine pleasure with serv¬ 
ice, and proposes to present a play with the object of raising 
money for Christmas baskets. The only suitable place for the 
presentation of the play (which has a thoroughly moral, though 
not specifically religious theme) is the sanctuary of the church. 
Every time the worship room is utilized for such a purpose 
there is opposition on the part of a number of the members 
who object to such a “sacrilege.” How is this issue to be 
adjudicated? 


106 In That Case . . . 

I object to the word “ adjudicated,” especially as it refers 
to the function of a minister in a church. Here is a prob¬ 
lem which represents the whole educative process of bruis¬ 
ing one generation against another, one group against 
another, in the glorious experience of spiritual and moral 
and mental growth. To “ adjudicate ” such an issue (i.e., 
for the pastor to find some way of interposing a solution 
which settles the immediate question) seems to me not 
only unwise but unfair to the institution. 

Which board in this church is given responsibility for 
allotting the various uses of the sanctuary? How are re¬ 
quests for such use normally placed before the board? 
How can the drama group most effectively present its 
case? Are there by-laws which rule on the matter? Should 
these by-laws be amended? How can an amendment be 
prepared and presented? Is the board representative of 
the mind and temper of the church? How are the board 
members nominated and elected? Could the young people 
and the drama group affect these elections? Meanwhile 
can everybody concerned keep fair-minded and open- 
hearted toward everybody else, as the issue is patiently 
resolved? As for the pastor, he has two duties: 

(1) To vote, as a conscientious citizen of the church, 
with his fellow members, whenever a question is put before 
the group. 

(2) To preach the principles of Christian practice with 
such clarity and definiteness as to win men’s minds to de¬ 
cisions which are truly representative of the kingdom of 
God. 

Bernard C. Clausen 

There was a time when drama was a medium for the 
expression of religious devotion. The Passion Play at 
Oberammergau has been given continuously for more 


Other Adjustment Problems 107 

than three hundred years. Miracle plays and passion plays 
were presented here and there through the church cen¬ 
turies before the villagers at Oberammergau first gave their 
phy. 

Within the past generation there has been a great re¬ 
vival of interest in religious pageantry. This interest may 
be traced to the popularity of moving pictures, and to the 
growing conviction that most people can be reached 
through the eye. It often is the result of an earnest desire 
to give the children and young people of the church a 
new and more active means of expressing their religious 
faith. The regular program of church activities has come 
to include Christmas and Easter pageants; in the course of 
the year the dramatic organization of the church will 
probably present other plays. It is increasingly my con¬ 
viction that plays presented by church dramatic groups 
should have a religious or character-building theme. 
Other dramatic organizations in the community will be 
offering other types of plays. But that has nothing to do 
with the problem before us, except that it is presumed 
that a church organization’s play has been carefully read 
and approved by either the pastor or the director of re¬ 
ligious education before rehearsals begin. 

Should such a play be given in the church, and should a 
charge for admission be made if members of the church 
disapprove? These are the questions. In my own church 
no admission charge is made for anything presented in the 
church sanctuary, and no tickets can be sold there; but 
then that is a place of worship only, and in the building is 
a recreation hall where plays can be presented. What is 
my brother minister to do when he has only a one-room 
church building? 

The minister must be sure that the play is a proper one 
for presentation. Then he should follow this course: He 


io8 


In That Case . . . 


should see those who object, talk with them about the 
widespread use of pageantry in churches today, and seek to 
convince them that the young people of the church need 
this medium of expression if they are to be held by the 
church. If there are objections to ticket sales then an 
offering may be taken in a brief preliminary service of 
worship. Such an offering will yield as much as ticket sales, 
and will eliminate that objectionable feature. The partici¬ 
pants could be reminded that they stand in the pulpit of 
a church, and not on the stage of a theater; their attitude 
toward the sanctuary and in it may be controlled by such 
a reminder. In the preliminary service of worship, if such 
be appropriate, the minister’s brief talk may prepare the 
way for the drama. If the play be such that no preliminary 
service of worship seems appropriate, then the minister’s 
talk may set forth fully the objectives and answer any criti¬ 
cisms. 

Ivan Lee Holt 


CASE 33 

Assume that you, as a minister who is convinced that the teach¬ 
ings of Jesus are pertinent to the solution of contemporary 
problems, have been preaching occasional sermons on such 
topics as “ economic and spiritual insecurity.” A number of 
the leaders of your church, including some of those who are 
financially well-to-do, contend that you are overstepping the 
bounds of the ministerial function, and that you should either 
“ preach religion ” or leave. You know that others of the 
congregation have found a new and larger conception of re¬ 
ligion and also a measure of hope through your ministry, but 
the church is becoming divided. What will be your plan of 
action? 

The minister, of course, should claim the whole of life 
as his province. He should feel free to discuss any situa¬ 
tion in which the welfare of human beings is involved, pro- 


Other Adjustment Problems 109 

vided only that he does so from a definitely religious point 
of view. Laymen have reason and abundant right to pro¬ 
test if, when they go to church, they hear nothing different 
than they might have heard had they gone to a political 
meeting. Lay objection to the “ social gospel ” is surely 
understandable and forgivable in cases where the preacher 
has, in fact, no gospel to proclaim but only the more or less 
illuminating views of a current liberalism or radicalism. 
One may also suspect that no little resentment in the pew 
is due to the deplorable fact that the pulpit, although it 
has spoken truth, has not spoken it in love but only in that 

burning indignation which is often but the reflection 
of a contemptuous, self-righteous heart. A little genuine 
humility in the pulpit, added to persistent loving-kindness, 
would contribute greatly to its effectiveness in the handling 
of ticklish, controversial questions. 

But the pulpit needs to be supplemented by the forum. 
What is said in the sanctuary needs to be informally dis¬ 
cussed in the parish house, or in private homes, under con¬ 
ditions which permit of a “ give and take ” relationship 
between clergy and laity. The preacher then has a chance, 
under direct questioning, to clarify his position. He also 
has a chance to learn something from intelligent criticism. 
Result: more tolerance, better understanding, a growing 
awareness of the ethical and social demands of Christian¬ 
ity, a growing desire to think and act religiously in daily 
life, and the discovery of concrete ways of giving expres¬ 
sion to Christian idealism. 

Ernest F. Tittle 

There will always be individuals in any congregation 
who think the minister goes out of bounds in preaching 
the essential things of Christianity. If he rebukes personal 
sins, such as dissipation, marital infidelity, laziness, luxuri- 


110 


In That Case . . . 


ous living, snobbishness, pride and selfishness, some people 
are certain to dislike it. The minister should be prepared 
by the nature of his work, and should have been further 
prepared during his training, to see his work as one of high 
idealism. In the nature of the case he is to interpret life 
as it goes on and he is obligated to emphasize the need for 
radical changes in customs and in human nature itself. 
However, he must use common sense. If he antagonizes 
his people he makes himself ineffective in educating and 
influencing them. 

It is important for him to be friendly with those who are 
most critical, and to have free and full conversations with 
them upon the subjects at issue. There is more than one 
side to every question and the manifestation of real desire 
to understand all sides is necessary. Only a fair-minded 
and judicious attitude is able to inspire confidences and 
elicit all the facts. When a minister talks with his “ rich ” 
members, he should ask sincerely about the facts. He will 
find that the rich man also is troubled and wants to find a 
way to be Christian even if it costs him something. The 
same is true of the laboring man. He also is human. The 
difficulty may be greater for him since his outlook and ex¬ 
perience may be more limited. The minister may well put 
himself in the role of a student of the problems and not 
rush into half-baked sermons on the touchy subjects. 
Nevertheless, the subjects pertaining to economics and 
social justice can be dealt with at their foundations. These 
foundations lie in the Christian conception of the im¬ 
portance of human life, of all individuals, and of the need 
for sympathy and understanding across all lines of class and 
station. There is also the historical approach to all social 
problems. The story of the industrial revolution which is 
still going on reveals the sources and the causes of many 
of the maladjustments in present social relations. The 


Other Adjustment Problems m 

church was for a long time on the side of slavery, of the 
subjection of women, and of other conditions which, with 
greater enlightenment, have been changed. 

The minister should be free, but he can be free and 
effective only when he himself has understanding and sym¬ 
pathy as well as piety and courage. 

Edward S. Ames 


CASE 34 

Two classes in the intermediate department of the church 
school have been studying the meaning of Christian brother¬ 
hood. Out of the discussion has come a suggestion which the 
children heartily favor, namely, that a class of boys and girls 
from a nearby Negro church be invited to share with them in 
a class session and later in a morning church service. Some of 
the parents hear rumors of the plan before it is completed, and 
enter vigorous objections to it. The children will obviously 
be somewhat disillusioned if the plan falls through, but the 
large majority of the adult members are “ unprepared ” for 
such an innovation. How would you handle the matter? 

In a Y.W.C.A. conference a young woman declared she 
had not known there was a race problem until she came 
into the “ Y.” In her high school there were colored and 
white, in her labor union were both races, and though at 
their socials they did not dance together they were all 
friends and comrades. In the economic struggle both races 
knew well they stood or fell together, and this common 
knowledge kept them together. 

The more we talk about the race problem the farther 
apart we drift. White mothers are scared to death lest 
their daughters or sons marry colored boys or girls. The 
possibility of such a thing seldom if ever becomes an actu¬ 
ality or even a probability. It is a fear without any real 
foundation, but like most fears it cannot be dissipated by 


112 


In That Case . . . 


discussion. The parents will never be “ prepared.” If the 
minister wishes to try preparation let him go to individuals, 
one by one, and not discuss the question before a group. 
Let the children go ahead with their plan of visiting and 
being visited, whatever some parents may say. The im¬ 
portant thing is to have the children catch some meaning 
of the truth that “in Christ Jesus there is neither Greek, 
nor barbarian, Scythian, bond nor free.” 

John H. Melish 

In this case, as in many another, the church must under¬ 
take to educate, from the Christian standpoint, both chil¬ 
dren and parents. So far as the parents are concerned, 
this may be done (in part) from the pulpit, in a sermon or 
sermons interpretative of the Christian position in respect 
of race. It may also, and perhaps more effectively, be done 
through a parent-teacher organization. Notified in ad¬ 
vance of this “ project,” and given an adequate explanation 
of what it has in view in the way of Christian attitudes 
toward persons of another race, few parents would offer 
any vigorous objection; whereas many parents, if taken by 
surprise, not knowing what the school was about, would 
probably feel apprehensive, to say the least. Also, from 
the children’s standpoint, care should be taken to avoid 
the impression that this somewhat dramatic venture is but 
an interesting, not to say shock-producing, stunt; which, I 
take it, means among other things that the venture should 
not be permitted to come to a sudden, pitiful end in this 
one Sunday morning service. 


Ernest F. Tittle 


VIII 

INTERCHURCH PROBLEMS 


* | 1 HE schismatic sect — and at one time or other most 
denominations were such — is essentially a fighting 
organization, doing battle for its principles. It is in open 
and avowed conflict with those who fail to see or appreciate 
the truth of its distinctive gospel. Time was when the 
manner of baptism or form of church polity was a sectarian 
issue, and ministers of competing denominations zealously 
denounced offending heretics. In most communions such 
attitudes are a thing of the past. The internecine sectar¬ 
ian strife within Protestantism has declined and gradually 
ministers and laity have become tolerant of the beliefs and 
polity of other denominations. 

Nevertheless a new crop of schismatic groups is ever 
arising to challenge the procedures and complacency of 
the old. The former actively proselyte the members of 
the latter, and frankly refuse to be a party to any comity 
agreement. These groups form part of the pattern of re¬ 
ligion in the community and not a few ministerial problems 
are involved in their presence. Relationships between 
major denominations are friendly. Yet in spite of all the 
joint services which have been held, all the meetings of 
comity commissions and all the kind speeches of fraternal 
delegates, Protestant churches are still a long way from 
presenting a united front to the materialistic, nonethical 
forces of a quasi-Christian society. The progressive minis¬ 
ter will seize every opportunity to cooperate with other 

113 


In That Case . . . 


114 

churches in his area in order that religioji as a vital force 
may survive in the community. 

CASE 35 

Assume that you are the pastor of a downtown church. There 
are other churches of your denomination scattered over the 
city. The population in your own area is moving out; the 
neighborhood is deteriorating. Many of your members live 
nearer to other churches than to your own, and some of the 
pastors of these churches are urging your members who live 
near them to unite with the local congregation. If, however, 
your church is to continue an effective ministry it needs the 
support of these members. How would you approach this 
problem? 

This problem can be adequately handled only by de¬ 
nominational conference. The Congregational Union of 
Chicago has developed a “ Fellowship Plan ” by which the 
struggling churches in depleted areas of the inner city are 
reinforced by the thriving churches of the suburban rim. 
A genuine mutualism has been developed. For example, 
the oldest Congregational church in Chicago—the New 
England Church — is linked with my own, the First 
Church of Evanston. New England members moving to 
Evanston are encouraged to retain their city membership, 
and unite with my church on an associate basis. Pros¬ 
perous members of my church are invited to become asso¬ 
ciate members of New England Church, to attend at inter¬ 
vals and to make some financial contribution. This 
commerce between these two churches has been fruitful, 
even in its elementary stages. Every enfeebled Congre¬ 
gational church in Chicago is linked in some beneficial 
way with a strong church or group of churches. 

This experience and experiment point the way to suc¬ 
cessful maintenance of institutions in needy areas. Details 


Interchurch Problems 


ii 5 

of this plan can be had by writing to the Chicago Congre¬ 
gational Union, 19 S. La Salle Street. I know of nothing 
better to suggest. 

Hugh E. Brown 

Neither the pastor of the suburban nor the pastor of the 
downtown church will become confused if all angles are 
considered. As churchmen, we must be interested in each 
other’s development; both the downtown and the suburban 
churches have a place to fill. 

The American trend — as the city grows, the popula¬ 
tion moves out. There are no slums in northern Europe. 
Neighborhoods there do not deteriorate. The downtown 
churches throughout the world have always continued to 
dominate the life of the city and the nation. While there 
is still room for expansion in our American city life, the 
present real-estate setup permits certain downtown residen¬ 
tial properties to deteriorate. The downtown church of 
every denomination should be the cathedral church of 
tomorrow. New York has its Trinity and St. Patrick’s, 
Chicago its Fourth Presbyterian, Minneapolis its Central 
Lutheran, Seattle its First Presbyterian, etc. These 
churches did not move out into the suburbs. Property is 
as valuable to the church as to business. This the church 
should recognize. Other denominations in early New 
York history had the same opportunities as Trinity, but 
they followed the trends of population, always selling and 
moving out, and today have no outstanding church in 
the heart of the world’s greatest metropolis. Most down¬ 
town churches have given birth to other churches. That is 
as it should be; however, the home base must continue to 
be maintained, and should definitely be taken into con¬ 
sideration by the denomination as a whole. The down¬ 
town church has a right to appeal to loyalties and tradi- 


In That Case . . . 


116 

tions, and if strategically located should continue to 
maintain one of the finest buildings of the denomination, 
if for nothing else than for transients alone. 

Where the church is no longer in the center of its com¬ 
munity the present property may still be used if the minis¬ 
try is wide-awake to its opportunity. Protestant churches 
are now being reclaimed in our larger centers by Roman 
Catholic or free-lance denominations, meeting the needs 
of underprivileged people. In a mid-western city a 
flourishing congregation found itself overcrowded in a 
congested part of the city. It moved westward into the 
residential district, built a plant for three hundred thou¬ 
sand dollars, and lost its identity. One of the more re¬ 
cent varieties of churches took over the old plant, and with 
enthusiasm and zeal is conducting one of the most success¬ 
ful congregations in the city, having paid for the building 
in a remarkably few months. 

When shall we as a church learn the lesson that the 
gospel is for all men? The pastor of a downtown church 
who fails to recognize this truth and the significance of 
city trends will find himself the last in the line of illus¬ 
trious leaders, instead of God’s prophet calling the church 
to greater heights. 

Frederick J. Weertz 


CASE 36 

Assume that you are serving a church in a residential district 
of a city with a population of a hundred thousand or more. 
Most of the members of your church come from the immediate 
vicinity. You are made aware, however, that downtown 
churches of the same denomination also draw many of their 
members from your local parish. In fact, parish visitors from 
downtown churches call regularly in your community and seek 
to obtain new members from it. What policy would you and 
your church adopt in such a situation? 


Interchurch Problems 


117 

The one general answer is: Build a church program so 
vital and appealing that it will develop sufficient effec¬ 
tiveness and loyalty to keep members and people of the 
neighborhood interested and at work. The neighbor¬ 
hood church has an advantage in serving whole families, 
and the attendance of children is the key to family interest. 
The social life of various groups is more easily promoted 
by a church in a residential community. Children, youth, 
and women are better served by a church within a short 
distance of their homes. Pastoral work can be made more 
natural and useful in a homogeneous residence district. 
The outlying church is likely to be newer and has the 
opportunity to develop more modern and adequate build¬ 
ings. There are also likely to be young married people 
in the district who may be wrought into a close com¬ 
panionship in promoting the church, and who in the 
course of time will be the leaders in its life. They offer a 
chance for the cultivation of newer and richer ideas of the 
religious life, and are more easily interested in experiments 
in new methods and types of organization. 

The problem of competition from the downtown church 
is complicated by the fact that it is usually an older church 
which has built strong attachments in the lives of older 
people and families. It is probably better known and has 
advantages which only time and ripened associations can 
give. As people move out into new areas many indi¬ 
viduals are held by the old ties and often continue a senti¬ 
mental attachment after former habits of attendance are 
broken. If the churches in question belong to a denom¬ 
ination with a strong central organization it may be pos¬ 
sible to control the distribution of members to some extent, 
but church relations depend very much upon individual 
choice and preference under any polity. It is in the very 
nature of things that congregations work for their own 


118 


In That Case . . . 


development, and this fact should be considered in locat¬ 
ing and building new churches, as well as in the main¬ 
tenance of older ones. There should be recognition of 
“ professional ethics ” between ministers and churches but 
the drawing power of personalities and congregations can 
scarcely be regulated. Each unit must be free to appeal 
to its own public whether near or far, if the appeal is 
made in good spirit and by legitimate methods. 

Edward S. Ames 

If there are to be downtown churches in a metropolitan 
city, they must exist through the support of people who 
live in distant residential districts. They must draw their 
membership from neighborhoods in which smaller 
churches do exist, and must send their parish visitors to 
recruit such members. And there must be downtown 
churches in metropolitan cities, if the city itself is to be 
adequately reached by the gospel. 

But as pastor of a residential church on the fringes, I 
should try to take courage from the realization that there 
are two kinds of people in my neighborhood. There are 
people who want and need the whir and whiz of a big down¬ 
town church. Distance means nothing to them; they live 
their lives in the city, not in the neighborhood; they are not 
to be counted on by the little church. There are other 
people whose roots go deep into their local soil, who have 
children that play in the streets and go to the neighborhood 
school, and have friends in the community Sunday school. 
Scout troops, and women’s circles, and men’s classes mean 
much to them. They do not want to journey far to church 
on Sunday. They are your people. And they are, by far, 
the best people in town for a church to absorb into its work. 

Bernard C. Clausen 


Interchurch Problems 
CASE 37 


119 


Your church has been giving liberally to the support of an 
institutional church which is serving an underprivileged area, 
where the bulk of the population is non-Protestant. Some of 
your members, liberal givers, learn this and discover that, in 
the evangelistic sense, few souls are being saved. Consequently, 
they urge that the church withdraw its support. The head of 
the institution believes that the needs of his area call for a 
primary stress on social service, and he has shaped his program 
to that end. Two entirely different conceptions of missionary 
work are involved. How will you deal with this situation? 

This problem is one I have faced for years. The church 
I have served so long has a social settlement in a crowded 
and very poor district. For twenty-five years the institution 
has been serving an area which formerly was the breeding- 
ground for a large number of the city’s criminals. Out of 
it have come members for other churches in the city, as its 
people move out to better residential areas. This institu¬ 
tional church, which began as a mission, has become more 
and more of a social settlement. 

Throughout its history some members of the board of 
managers have insisted that the church emphasis must be 
central in the program. On the other hand, certain mem¬ 
bers of the board, seeing the many social and industrial 
problems in the district where the institution is located, 
want to help meet and solve these problems. They want a 
social settlement. So we have experimented. For a few 
years we have emphasized the church program, naming a 
minister as pastor and superintendent. He has had all the 
organizations of an active church, promoting the Sunday 
school and holding services of worship. The social service 
program has been incidental. Then for a few years we have 
put in charge as superintendent a social service worker, who 
has emphasized a ministry through clubs, recreation and 


120 


In That Case . . . 


night classes, and has cared for the needy. A minister has 
come in to preach at the chapel on Sunday and to conduct 
Sunday school. The church program has been incidental. 
By alternating emphases through a period of twenty-five 
years we have come to a conclusion which is practically 
unanimous. We are sure that the social settlement is 
needed more than the evangelizing church. Our conclu¬ 
sion is based on a trial of both over a period of years. We 
would not close the chapel, and we desire a religious atmos¬ 
phere around our institution, but our program must in¬ 
clude a transformation of the community, as well as the 
salvation of individuals. 

A minister may not have the opportunity for demonstra¬ 
tion such as came to me. His course should include: 

( 1 ) A study of the history of institutional churches and 
social settlements. The home mission board of his denomi¬ 
nation may furnish any minister a great deal of information, 
and he can get more from the social settlements of the 
country. 

( 2 ) A survey of the community served should be made. 
With full information in his possession, the minister can 
meet the board of managers of his institution. On a black¬ 
board he can write down need after need, asking each time 
the question, “ Can the church we have meet this need? ” 

( 3 ) If members of the board of managers are not yet con¬ 
vinced, then it may be necessary to put new members on 
the board, if the minister is sure he is right. That is a last 
resort, and I avoided it in the early years of our mission by 
securing from wealthy persons contributions to endow spe¬ 
cific social service activities, thus making certain that these 
would be a part of the program. The redemption of the 
whole community is after all the greatest challenge that can 
come to a spiritually minded church. 


Ivan Lee Holt 


Interchurch Problems 


121 


The conception of the nature and purpose of the church 
is being greatly broadened in our generation. There are 
still many people who define the entire Christian task in 
terms of evangelism and the addition of members to the con¬ 
gregation. Yet any competent survey of religious work in 
the foreign or the home field gives evidence of the fact that 
there are many localities in which the specifically evange¬ 
listic approach is ineffective and self-defeating. Those who 
are in charge of such outreachings of the gospel message 
must judge as to the type of evangelism which is best suited 
to the community. 

In many instances the spirit of the Christian evangel may 
be interpreted best in terms of education, sanitary and 
health ministries, improved agricultural procedure, or in¬ 
dustrial and economic adjustments. These techniques do 
not imply any indifference to the ultimate meaning of the 
Christian adventure, which is directed to both the salvation 
of individuals and the transformation of the social order. 
Nothing but education as to the scope and purpose of the 
gospel can deliver a congregation from the narrower and 
ultimately less effective method of meeting the church’s re¬ 
sponsibility for the salvation of the world. That education 
may be supplied in the local church through pulpit messages 
wisely and tactfully delivered, through such missionary and 
socially informative literature as ought to be in the church 
library of every congregation, and through the distribution 
of such journals as give information regarding modern types 
of social ministry at home and in the fields of the younger 
churches. 

The saving of souls involves always the saving of com¬ 
munities. If effective service is performed in giving a com¬ 
munity the proper interpretation of the ideals of Jesus, his 
concern not only for “ souls ” but also for the society in 
which those souls must live, no anxiety need be felt regard- 


122 


In That Case . . . 


ing the ultimate evangelistic results of such a ministry. 
The “ full gospel ” is never proclaimed if any aspect of life 
is neglected, whether it be the physical, intellectual, social, 
economic or religious phase. 

Herbert L. Willett 


CASE 38 

As a minister begins his pastoral duties at a new church he dis¬ 
covers that the people are devoted to their own local institu¬ 
tion and its program, but have few interests of a religious 
nature outside their own community, and evince little desire 
to support any denominational enterprise. This attitude is 
reflected in their budget and program. If the minister should 
come to you with such a problem, how would you advise him? 

“ What you need is a program of education for your 
people,” said the Reverend Percy X. Smith to the minister 
who had spent the morning describing the ingrown provin¬ 
cialism of his congregation. 

“ You have some good people but they are selfish and 
earth-bound. Their horizon needs to be enlarged. They 
need to understand the gospel. The gospel is not narrow 
and local. It’s universal. It’s missionary. It’s timeless. 
It speaks all languages and is color-blind. Your people 
don’t understand it. 

“ Your own preaching from Sunday to Sunday can do 
more than anything else to push back the horizon of the 
people. Preach on the ageless universal nature of the 
gospel. Preach missionary sermons. Tell them of what 
is going on in the church in Europe and Asia and Africa. 
Preach the social aspects of the gospel, applying it to the 
social and economic problems of our country. Tell them 
of national missions, the church’s colleges, the orphanages, 
and all the work of their denomination. Bring in outsiders 


Interchurch Problems 


123 

representing the departments of your denomination’s work 
to speak to them. And a few speakers from other denomi¬ 
nations would help. 

“ But the burden is principally upon you. Have a large 
vision and a wide map yourself and your people will enlarge 
their vision and their maps. If you will hammer away at it 
and refuse to be discouraged and not expect immediate re¬ 
sults, you will see the people grow. If you stay there long 
enough you will see them change. You will see a people 
who sat in darkness come out into the light. 

“ On the other hand, they can make you provincial. 
That is what they did to their other pastors. It is your 
gospel or theirs. And yours is the only one worth bother¬ 
ing about. You must make it win.” 

Renwick C. Kennedy 

When Phillips Brooks was asked what he would do if he 
became a minister of a dead or dying church he replied, 
“ Take up a collection for foreign missions.” There are in¬ 
troverted churches and extroverted, as there are individuals 
in both psychological classifications. The introverted can 
be changed. 

Once to every man and nation comes the moment to decide; 

In the strife of Truth with Falsehood, for the good or evil 
side. 

Some great cause, God’s new Messiah .... 

The minister in a self-centered church whose eyes are 
turned in upon its own program must try to lift up the eyes 
of his people to the hills whence cometh their strength. 
Without a vision the people perish, and his main task will 
be to set the vision before them. It is of secondary impor¬ 
tance what the vision may be, provided it is a real challenge 
to their potential faith and courage. 


John H. Melish 


124 


In That Case . . . 
CASE 39 


If a neighboring church should burn down, to what extent 
would you feel obligated to render assistance? If the organiza¬ 
tion served a different denominational or racial group, how 
would this affect your attitude? 

The burning of a church is a major disaster, and presents 
a mighty challenge to other congregations of the same com¬ 
munity. Our hearts should be responsive to needs. Every 
need presents an opportunity for Christian service. 

If it were a colored church, an invitation would be given 
to meet in our church at an earlier hour in the morning, or 
at a suitable afternoon or evening hour. Under no cir¬ 
cumstances would it be suggested to meet unitedly. This, 
not because they are not Christians, but because of racial 
lines for which we are not responsible. Even where there 
is a great love for all mankind, united worship would not 
prove an advantage to either group, when they had been 
worshiping separately according to their own customs. 

If it were a Jewish group, and they felt they would like 
to avail themselves of our church for the needed period of 
rebuilding, a hearty invitation would most certainly be ex¬ 
tended to them to come and use our plant and equipment. 

In addition to this, an unusually fine piece of work could 
be done. If you had builders, contractors, painters, crafts¬ 
men of any kind in your congregation, an appeal could be 
made to them to render a service without profit. The min¬ 
ister particularly, if he had gone through a building pro¬ 
gram, could be an angel in disguise, working day and night 
with his brother during the period of reconstruction, show¬ 
ing him how beauty could be brought forth out of ashes, 
offering the benefit of his own experience. 

This would not be all. The board would be consulted 
and, after due announcements, a certain Sunday would be 


Interchurch Problems 


125 

set aside where an offering would be taken for this cause. 
The people would be urged to give liberally. It would be 
suggested that this fund would be kept open for at least one 
month, and that everyone present should tell someone else, 
until the entire community would be aware of the fact that 
“ Christians do care for one another.” 

This would have a wonderful effect. It would raise the 
level of the community. In years to come, men would feel 
that they had been builders together with God in construct¬ 
ing an edifice which was proving not only a blessing to the 
spiritual life of the congregation, but a real aesthetic asset 
to the community. 

Frederick J. Weertz 

The question cannot be answered with a simple yes or 
no. There are many factors entering into a proper answer. 
Under almost any circumstances I would feel that the 
church which has suffered the loss of its building should 
immediately be invited by me to make temporary use of 
my quarters for worship and work. But I might know that 
the neighboring church is better able to rebuild than mine 
is to help, and in that case not consider mine obligated to 
aid more substantially. Again I might feel that on its merit 
the neighboring church does not warrant help, being in 
character repugnant to the Christian gospel and in a sense 
antisocial, as some schismatic or fanatical sects calling them¬ 
selves churches undoubtedly are. Still again, I might recog¬ 
nize my unfortunate neighbor church as being quite meri¬ 
torious but as duplicating the very work my own church 
is set to accomplish, and so I could not feel there was any 
actual need for it, but to rebuild would be a waste of money 
and a misapplication of Christian effort. 

If, however, none of the above conditions obtained, but 
on the contrary I recognized the church was doing a valu- 


126 


In That Case . . . 


able Christian work, I think a real and reasonable aid 
should be rendered. The fact that it is of a different de¬ 
nomination should diminish very slightly, if at all, the ex¬ 
tent of the aid rendered. The fact that it is of a different 
race, particularly an underprivileged one, would accentu¬ 
ate, even greatly perhaps, the desirability of rendering sub¬ 
stantial aid; for that would furnish an excellent opportu¬ 
nity to express brotherhood and meet actual need. 

Joseph M. Dawson 


CASE 40 

In a suburban community there are three well established 
churches, which together serve the community effectively. An¬ 
other denomination supplies missionary funds to aid in the 
founding of a fourth institution. There is general community 
opposition to this; nevertheless the church is erected and be¬ 
gins to appeal to those members of the other churches who 
formerly belonged to the interloping denomination. How 
would you, the pastor of one of the older churches, act when 
faced with such a situation? 

In many communities, particularly those of smaller size, 
the ravages of denominationalism have been disastrous and 
are proving one of the chief causes of inefficiency in Chris¬ 
tian service. The more progressive denominations are be¬ 
coming sensitive to this situation and do not encourage the 
organization of congregations in communities which are 
already adequately served. It is nothing less than scandal¬ 
ous for a denominational board to push into a community 
with a new organization where several older ones are strug¬ 
gling to maintain themselves, and fewer rather than addi¬ 
tional churches would improve the situation. The rapid 
increase of community churches is a comment on this con¬ 
dition, and is the effort of sensible people in such localities 
to economize both in resources and in personnel. 




Interchurch Problems 


127 

Where a church federation or a council of churches exists, 
it usually includes a comity committee whose function it 
is to confer with the authorities of a denomination that is 
seeking to intrude into an already fully supplied commu¬ 
nity, and persuade them that the money and effort might 
better be expended in a really needy and unchurched place. 
Of course, in cases where the denomination has a sectarian 
attitude (i.e., is of the opinion that no community is pro¬ 
vided with the true gospel where one of its denominational 
congregations is not in existence) little can be done. Such 
a group would give small heed to the counsel of a comity 
committee. But it is becoming increasingly rare among 
self-respecting denominations thus to disregard the pro¬ 
prieties and ethical standards which pertain to such a situa¬ 
tion. 

If in spite of all such considerations another organization 
pushes into a town, the only recourse would be to let events 
take their course, and to trust that the spirit of brotherliness 
and fair play in the community will in process of time make 
its influence felt, and the new and intruding society will 
take the place in the regard of thoughtful people to which 
its selfish and intrusive spirit entitles it. Such situations 
are likely to retard the cause of religion rather than ad¬ 
vance it. 

Herbert L. Willett 

Thanks to the comity committees of the church federa¬ 
tions in larger cities new churches or missions are seldom 
begun under the conditions described. Unless a canvass 
shows the presence of a sufficient number of members of a 
given denomination to warrant it, the proposed organiza¬ 
tion is discouraged. But such control would not be recog¬ 
nized by some newer religious movements which regard 
their tenets as important enough to warrant independent 


128 


In That Case . . . 


procedure. They also feel justified in seeking out former 
members of their faith by virtue of the felt importance of 
the teachings and practices of that faith. Such convictions 
are more likely to be held by the managing denominational 
officials than by local groups. 

But the final test of the feasibility of the new venture will 
be whether it can make people believe that it has some¬ 
thing significant to offer. The ministers of the established 
churches can resist the “ interloper ” successfully only by 
developing the established churches. To use any other 
means than instruction and persuasion with their own 
members and the public is to confess weakness and inability 
or unwillingness to deal with the issues involved. Many 
churches which feel secure are by that fact robbed of initi¬ 
ative and of incentives to make the best of their opportu¬ 
nity. Some forms of Christianity may seem to the new¬ 
comers to be effete and unable to satisfy the intellectual, 
social, and religious life of the community. The churches 
already on the ground can properly meet this situation only 
by awakening to the possibility of new ideas and methods 
in their own work. No one knows how large a church 
should be. A small group may influence its members to 
greater activity and more enlightened zeal, especially if it 
has a persuasive ideology. 

The new, invading church should be given freedom to 
speak its message and to offer whatever it has to give. Only 
argument and just tactics can be employed. Anything less 
will be ineffective, and anything more will be unavailing. 
Every congregation must rise or fall upon the basis of its 
vitality and of the response which it receives from the 
people. All church groups are confronting today new de¬ 
mands for their justification, not upon the basis of their age 
and history, or of their reputation and power, but upon the 
ground of their contribution to life and of the values which 


Interchurch Problems 129 

people derive from them. I would endeavor to make the 
established churches worthy of the support of the commu¬ 
nity, but I would not use strong measures of opposition 
against a new one. It might be enough better to succeed! 

Edward S. Ames 


CHURCH-COMMUNITY PROBLEMS 


S INCE the World War it has been increasingly clear that 
the church is in open competition with many other lo¬ 
cal institutions for the loyalty, time and financial support of 
the people. The realization of this fact, plus the increasing 
awareness of the social implications of the teachings of 
Jesus, has caused the vast majority of ministers, rural and 
urban, to take their communities more seriously. Though 
many a pastor responds only to the demands of his parish 
(and by that he means the personal needs of his member¬ 
ship) , others are convinced that the spiritual as well as the 
economic and social welfare of their people is inextrica¬ 
bly bound up with wholesome community relationships. 
Therefore they assume it to be part of their function to 
analyze and study the community and to participate in its 
educational and philanthropic activities. 

The variety of the problems which arise within this 
newer field of responsibility and the evident difficulty of 
determining how far the obligations of church and minis¬ 
ter extend are well illustrated in the following cases and in 
the solutions presented. 


130 


Church-Community Problems 
CASE 41 


131 


Since you are the pastor of a church which has a well developed 
program and many demands are also made on your time by 
the membership, you know that all of your available working 
hours could be used in carrying on the work of the church. 
You are, however, constantly being urged to assume positions 
of leadership in community-wide organizations. What criteria 
can you employ in determining whether you will accept or 
reject a new request for service? 

Part of the work of my church should be leadership in 
community-wide organizations. At least one-fourth of my 
working hours should be devoted to outside service, for this 
is an obvious function of the church. But the things to be 
done should be genuinely related to the purposes of the 
church, and should be direct enough in their application 
to real need so that they do not waste time or energy. 

Aside from working hours, however, a minister has the 
problem of his recreation. He must keep well in body and 
mind. Will he play golf or tennis? Here I say a deter¬ 
mined no! Most of our sports recreations are inexcusably 
frivolous. They represent imaginations gone stale. People 
can refresh themselves by doing useful things. Futility is 
not the necessary criterion of recreation. I put in my lei¬ 
sure hours teaching workers’ classes, helping with commu¬ 
nity forums, talking at high schools, experimenting with 
radio and television programs. The change of pace and 
environment provides rest and health, without the silly 
accompaniments of luxury games. 

Because I work best in big chunks of time set aside for 
big separate items, I select each year one outside project to 
which I devote the year. At the end of the year, I try to 
have my part of it tied up and ready to present to somebody 
else, while I pass on to another project which I have previ¬ 
ously selected. I know that this is partly temperamental 


In That Case . . . 


132 

limitation, but I also know that it enables me to cover con¬ 
siderable ground. This year, for instance, I am organizing 
pacifists into a self-conscious and strategically directed pres¬ 
sure and emergency group, with meetings once each week, 
and a program of experimentation in intervening whenever 
troubles threaten in our own city’s life. 

Bernard C. Clausen 

There is danger today of a minister’s becoming an intro¬ 
vert with his eyes turned not upon himself but on his little 
world, to the exclusion of the big problems and situations 
all about him. Big business is done today through wide 
distribution of tasks and efficient coordination. The 
church can learn much from big business. No minister can 
do it all; nor can one church do it all. The minister must 
learn to divide his time and strength between his own 
church and the community; and he must teach his people 
to divide their strength in the same way. Otherwise he 
and they are in danger of becoming ecclesiastical introverts. 

When Dr. W. S. Rainsford was criticized for forsaking his 
own pulpit occasionally to speak to the youth in the colleges 
he told his people that they had no right to monopolize him 
and that he had something to say to youth. St. George’s 
learned to share their prophetic leader with the country. 
Any congregation can be taught to take real pride in the 
service to the community performed by its minister and its 
members. It is recorded of Jesus, “ I must preach the king¬ 
dom of God to other cities: for therefore am I sent.” 

No church can do everything needed by the community 
in this complicated age, and of course no minister can meet 
all his opportunities. Protestantism must learn the lesson 
of cooperation; the churches in any community should 
learn what each can do best for some one group, and then 
cooperate with other churches in serving other groups. We 


Church-Community Problems 


133 


are at the threshold of a new development in church ad¬ 
ministrations and organizations. Competition is dead, co¬ 
operation is the call of the Lord. What the radicals call a 
“ united front ” is also the need of the churches. 

John H. Melish 


CASE 42 

A common complaint on the part of ministers is that the high 
school provides such a complete program of recreation and 
social life, and preempts so many of the Friday and Saturday 
evenings, that the young people have little time for or interest 
in a church-sponsored program. What should be the response 
to this situation on the part of the ministers? 

The Reverend Percy X. Smith worried more about his 
young people than about any group in the church. He held 
special services for them. He arranged parties and pro¬ 
grams all year long for them. He made out the program 
for their weekly meeting himself. He attended some of the 
meetings and would have attended all of them had he not 
felt it wise to stay away most of the time. 

In spite of everything he could do he sometimes felt that 
he had failed completely to keep the young people inter¬ 
ested and at work in the church. In more cheerful mo¬ 
ments he knew that he had not failed completely, but at the 
height of optimism he knew that he had not succeeded very 
well. 

He finally came to abandon elaborate programs of enter¬ 
tainment for the young people. Once a year he held a spe¬ 
cial service for them at the morning preaching hour. In 
his sermon he told them that the future of the church was 
in their hands and that the church expected three things of 
them: to attend the Sunday school, to attend the morning 
preaching service, and to attend the young people’s meet- 


134 


In That Case . . . 


ing on Sunday evening. He said that if they attended these 
services he had no fear in regard to their other duties to the 
church. 

He left their own organization in their hands, though 
he framed their election of officers to secure strong and 
popular leaders rather than pious deadheads. He kept in 
touch with the leaders and through them guided their or¬ 
ganization. He encouraged them to take up the produc¬ 
tion of religious drama and to conduct forums with invited 
speakers. He gave them great liberty and said nothing 
when they dabbled in some matters of which he did not ap¬ 
prove. He said that his wildest and most radical young 
people usually made the best church members in later 
years. 

Against the weekly program of the school and the com¬ 
munity he finally set nothing more than the simple plea 
that the church needed its young people and expected 
them to do their duty by it. He ceased to offer a competi¬ 
tive program. 

Renwick C. Kennedy 

There seems to be little that ministers can do, especially 
in metropolitan districts, to lessen the monopoly which the 
modern high school has on the weekday time of students. 
In some areas, conference with school officials might be 
helpful in giving the church more of a chance on Friday 
evenings. It should be remembered that in the larger 
schools a big proportion of the students do not follow the 
social program of the school, and therefore are accessible. 
In fact, if the churches do not provide some social program 
for this group, they will find it in quarters distinctly infe¬ 
rior to school or church. 

Moreover, in any case, the major appeal of the church to 
high school youth should not be social and recreational. 


Church-Community Problems 135 

The high school department, with its church school pro¬ 
gram and its Sunday evening social-discussional meeting, 
gives the church its main chance. If the church makes good 
on Sunday, it need not worry about Friday and Saturday 
evenings. 

Hugh E. Brown 


CASE 43 

The judge of the local court asks your aid in handling a diffi¬ 
cult case. A girl sixteen years of age who has not been attend¬ 
ing church, but who says she belongs to your denomination, 
has been arrested on a delinquency charge. The judge is of 
the opinion that she can be saved to society if she can form 
some wholesome friendships and be kept under the supervision 
of a sympathetic and capable woman. The judge asks whether 
you and your wife will assume the responsibility for her. She 
would live with her parents, but be required to report regularly 
to you. You are aware that the problem involves not merely 
supervision over her activities, but also introducing her to the 
fellowship of your young people’s society. And to this some of 
the parents of your youth would certainly object. The judge 
informs you that unless you can accept this responsibility he 
will need to send her to a reform school. What will you do in 
such a case? 

It is impossible to give a definitive answer to this ques¬ 
tion. Very much will depend on the character and disposi¬ 
tion of the girl. It may be that she is thoroughly com¬ 
mitted to good conduct in the future, and will prove ap¬ 
preciative of what is done in her behalf. In that case no 
effort should be spared to encourage her. Nearly every 
minister is aware of cases of this nature, and if he is sensi¬ 
tive to his Christian privileges and responsibilities neither 
he nor his wife will hesitate to give every assistance to such a 
person. What is the church in the community for if not for 
just such emergencies? There are surely people of discern¬ 
ing and sympathetic nature in the congregation who can be 


In That Case . . . 


136 

informed of all the facts, and be trusted to understand the 
conduct of the minister and honor him for the course he 
takes. On the other hand it may be that the young woman 
is insincere and is only seeking the friendship of Christian 
people for selfish purposes. No one can judge regarding 
her real purpose except those who secure sufficient ac¬ 
quaintance with the facts to determine the proper pro¬ 
cedure. 

Three factors would naturally be involved in such an 
understanding of the case: the minister and his wife, the 
capable and sympathetic woman who is given more direct 
responsibility, and some young person or group, wise and 
helpful enough to appreciate the social and religious needs 
of the girl, and willing to attempt to make her feel at home 
in their company. If the proper selection of such com¬ 
panions is made, there could be no possible excuse for criti¬ 
cism on the part of people who are normal and right-minded 
members of the church. It would require very short ac¬ 
quaintance with the young woman to determine whether 
she is sincere and purposeful in her new adventure of liv¬ 
ing the Christian life. Surely some risks may well be taken 
in the redemptive service which is contemplated. It need 
hardly be added that in all probability the girl’s home is an 
important factor in her character and disposition, and will 
require consideration in the attitude taken toward her. 
But those who have the privilege of sharing in this benefi¬ 
cent endeavor may well go far in the attainment of their 
gracious objective. 

Herbert L. Willett 

The first concern should be to determine whether resi¬ 
dence of the girl with her parents is desirable. Is the home 
an immoral one? Are there conditions there which have 


Church-Community Problems 137 

contributed to her delinquency? If the home is not safe 
for her to live in, she should if possible be placed in the 
care of some competent person who might receive proper 
pay for providing care and supervision of her. This will 
meet the suggestion of the judge as to wholesome friend¬ 
ships and the touch of a sympathetic, capable woman. This 
will be vastly better than a reform school. The pastor and 
his wife must approach a problem like this with Christian 
realism and not with incautious sentimentalism. It is 
doubtful if they could afford to take her into their home, 
and they certainly cannot introduce her unconditionally 
and unadvisedly into the young people’s meeting. In addi¬ 
tion to the objections raised to that procedure, she might 
be the rotten apple that would infect others. 

An earnest effort should be made to lead the girl into a 
genuine Christian experience. This is prerequisite to se¬ 
curing her own full cooperation in the program of her re¬ 
habilitation. It is also necessary if those working to bene¬ 
fit her are to have confidence in her. Her case should be 
discussed only by those directly involved in her care and 
that only to the extent required for an adequate under¬ 
standing; widespread discussion among unsympathetic or 
immature persons may do great harm. When she has 
established reliable character and when whatever notice 
has been taken of her delinquency has died down she can 
be encouraged to wider acquaintance. The test is one of 
the severest to which the Christian church is put, but the 
salvation of the girl and the exemplification of the Chris¬ 
tian principles and spirit can be secured if some such course 
as the one outlined here is pursued. 

Joseph M. Dawson 


138 


In That Case . . . 
CASE 44 


Many rural towns as well as urban communities are confronted 
with the problem of the dance hall in the open country com¬ 
munity. Assume that you are the pastor in a small town and 
learn that a notorious and callous man is building a dance hall 
five miles from your town, and at a similar distance from three 
other villages. In spite of protests, the building is erected and 
young people are flocking to the dances. There has been drink¬ 
ing and frequently young people do not return home until 
early in the morning. Many of the better people view the es¬ 
tablishment as a moral hazard for the whole community. 
What is the responsibility of the church and its minister? 

Young people may patronize an objectionable, commer¬ 
cialized dance hall simply because there is nowhere else to 
go for the social contacts which they naturally crave. The 
community has failed to recognize its own responsibility 
for the provision of a healthy kind of social life. In this 
case, the church itself should boldly enter the field of popu¬ 
lar amusement, claiming the whole of life as its province. 
Ideally, all the churches of the community should unite in 
this undertaking, in cooperation perhaps with other agen¬ 
cies. In many instances the church building cannot prop¬ 
erly be used for any kind of social function: there is no 
parish house, only a sanctuary and a few small rooms for 
religious instruction. But the schoolhouse, even in rural 
communities, may have a large social room; or the building 
occupied by some fraternal organization. This might be 
secured for dances and other social functions held under the 
auspices of the church or churches. Or, no public building 
being available, private homes could be used — if neces¬ 
sary, the parsonage. In any case, the popular amusement 
thus offered could be made at once wholesome and attrac¬ 
tive; provided only that the young people themselves were 


Church-Community Problems 139 

consulted, trusted, and given a chance to cooperate in the 
erection of standards and the enforcement of prohibitions. 
Also, it could be made to pay for itself. 

Ernest F. Tittle 

The automobile has brought the roadside tavern and 
the dance hall close to the small town as well as to the large 
city. It has become a social practice among young people 
to frequent such places which, when they are run by callous 
and selfish men, wreck the lives of young people. What is 
a minister to do if he is convinced that the youth of his 
church are being hurt? 

A few years ago the Metropolitan Opera Company pro¬ 
duced a typical American opera. It told the story of an 
early colony in New England, established by those who had 
come to worship God according to the dictates of their own 
consciences. A group of young people found a clearing, 
set up a Maypole and began to dance. Their elders learned 
of it, went to the Maypole, hacked it down, and slew their 
own sinful children. The author of that opera, written 
at the time of prohibition’s repeal, was implying that re¬ 
ligion would change any rosy atmosphere to gray, and that 
the church would suppress every desire for pleasure. Un¬ 
fortunately that opinion still prevails, and a minister may 
be accused of opposing any good time on the part of young 
people when he attacks the tavern and the dance hall. He 
must be sure that some other entertainment can be pro¬ 
vided; he can never take a purely negative attitude with 
reference to worldly pleasures. If he can point to other and 
wholesome community entertainment then he can proceed 
with his plan to draw his young people away from objec¬ 
tionable places. 

Two things I would suggest to him. Let him first find 


140 


In That Case . . . 


out how other ministers in the community feel about the 
problem. If he alone leads an attack he may not succeed, 
and he leaves himself open to being branded as intolerant. 
If all the ministers in his community agree to stand together 
then the church is enlisted in the fight. 

Then let him go to his official board and his women’s 
organization, advising his fellow ministers to do the same. 
He will doubtless find in these groups parents who are as 
much concerned as he is. This is the method adopted in 
our modern school systems. The parent-teacher associa¬ 
tions assure the cooperation of parents and teachers in the 
school program and in matters of concern in character 
building. With this support of the laity of his church, suc¬ 
cess will crown a minister’s efforts where mere declaiming 
from the pulpit will do no good. 

While the church has lost some of its influence as an 
arbiter of morals, it can still do much toward the elimina¬ 
tion of any really harmful amusement center. There is an 
effective way to accomplish this result, just as there is an 
ineffective way to try it. 

Ivan Lee Holt 


CASE 45 

Controlled by the block-booking system, the local motion pic¬ 
ture theaters have offered many unsavory productions. They 
have also put on special serial thrillers, to attract the children 
on Saturday mornings. Many parents have been disturbed by 
the influence of these pictures on the physical as well as the 
mental health of their children. The situation has been dis¬ 
cussed by the parent-teacher association as well as by some 
church groups. What concrete lines of action would you pro¬ 
pose? 

The League of Decency undoubtedly brought sufficient 
pressure to bear upon the motion picture industry to pro- 


Church-Community Problems 141 

duce many needed reforms. Improvement in the quality 
of films exhibited can come only as the result of powerful 
and widespread effort, but I am not certain that complete 
destruction of block-buying would be in the interest of 
the people. Local effort, however, need not be in vain. 
Parent-teacher associations may exert a real influence by 
their educational programs, by direct appeal to the theaters 
in question, and by encouraging patronage of the worthy 
offerings. The exhibitors are not as rigidly bound by the 
block-booking system as they sometimes claim. They do 
have at least a measure of freedom of selection. It would 
be well for families to study the critical descriptions of films, 
such as are published weekly in the Christian Century, and 
attend only recommended features. It is possible to dis¬ 
cern that which is excellent and to develop a discriminating 
taste that will avoid horror pictures, those with bad emo¬ 
tional urges, those which present a direct incentive to crimi¬ 
nal conduct, and particularly those which set up false goals 
and values of life. 

The so-called children’s programs are founded upon un¬ 
sound philosophy — not that of the good life. While real 
reforms have been noted, we cannot assume that “ all is 
well with the movies.” There is a paucity of films suitable 
for children; this added to double features, poor shorts, 
screen advertising, gambling devices at the theater, makes 
the problem of attendance for children almost hopeless. 
Even though we may not be able to establish a laundry in 
Hollywood, we can keep intelligent and be alert to action. 
“ Woe to them that are at ease in Zion.” What is worse 
than the banditry, sexual vice, drunkenness, murder and 
hideous perversions of the cinema is that torpid, pusillani¬ 
mous conscience in the people which makes for the down¬ 
fall of decent society. Legal action, boycott, censorship, 
which are not pleasant, may on occasion be resorted to if 


142 


In That Case . . . 


the situation becomes too obstinate. In any event steady 
pressure must be exerted to regulate the undesirable block 
system, to keep the evils in it down to the minimum. 

Joseph M. Dawson 

In the block-booking system, the motion picture industry 
is passing through the same stage as did business in former 
years, when all the good apples were attractively displayed 
on the top of the barrel, with the nubbins and rots below. 
Good business today finds that does not pay. Evidences 
that the industry finds itself with its back to the wall are 
seen in its use of artificial stimuli, such as “ bank nights,” 
hair-raising “ thrillers,” etc. Block-booking has become 
a matter of consideration by our national legislature, al¬ 
though no definite action has as yet been taken. But legis¬ 
lation, however successful, does not solve the problem. 
Prohibition failed because men and women were not 
trained for it. Let us not continue to think that the ques¬ 
tion can be solved by act of legislature. 

Clean motion pictures stand on merit. We should en¬ 
courage them with the same ardor with which we fight the 
demoralizing ones. Inferior pictures must forever be 
“ propped up.” It is a game for profit, and we must train 
our people to see that the children are getting a bad bar¬ 
gain. Who will deny this with juvenile delinquency ever 
on the upgrade? As church, school and civic leaders we 
should use all the pressure possible to make the local theater 
owners realize that harmful programs cannot be tolerated. 
When profits cease, headquarters will change their tactics 
and the industry will be cleansed of many of its present 
evils. As this continues, the better pictures will be sought 
and the poor ones labeled as carbolic acid is labeled, 
“ poison.” Not legislation so much as education, and be¬ 
hind it all, trained minds and pure hearts. 


Church-Community Problems 143 

As Christians we continue to be concerned about the 
child. Eternal vigilance is the price of good entertainment, 
as well as of liberty. Let us hope that the leaders of the in¬ 
dustry will recognize it is not only good business but good 
sportsmanship to make this contribution to developing 
manhood. 

The church’s supreme task is everlastingly, through kind 
persuasion, to make the leaders feel their responsibility and 
this can never be done if the church continues to “ harp 
away ” instead of manfully meeting its obligation. Earnest, 
sincere effort on the part of every Christian, telling the 
world that one child’s life is worth more than all the profits 
of the industry, will be as effective as a sixteen-inch shell. 
Then will we kill evil as it should be killed, through the 
weapon of love. 

Frederick J. Weertz 


X 


THE MINISTER’S ROLE 
AS A PROFESSIONAL MAN 

E VERY profession worthy of the name develops a code of 
ethics, which may or may not be written. The minis¬ 
ter’s code, though unwritten, is exacting. He must con¬ 
tinue his study, yet fulfill the countless responsibilities 
placed on him by the church and community. He must be 
prophetic, but the significance of the priestly function of 
worship cannot be forgotten. He must be alert and aggres¬ 
sive, yet patient; mellow, but not overripe. Surely no 
profession makes as heavy a demand or requires as much 
maturity of mind and spirit as does the ministry. 

CASE 46 

A young minister serving a church in your city comes to you 
for professional advice. He complains that the demands made 
on his time by his church people are excessive. Calls on the 
sick, on newcomers, and on others who expect regular pastoral 
attention, preempt much time. Leaders and potential leaders 
must be cultivated; meetings — church, denominational and 
community — take additional hours. Little time remains for 
study. The good resolutions with which he began his ministry, 
to read and study widely during the mornings, have gone by 
the board. Now, suddenly alarmed at the gradual eclipsing of 
his intellectual activity, he comes to you for advice. How can 
you help him? 

144 


The Minister as a Professional Man 145 

This problem of a conscientious pastor in a demanding 
church is one of the most serious features of the ministry. 
It threatens the minister’s long-time usefulness, and it de¬ 
ters men of intellectual power from entering upon this 
work. The churches are partly to blame. They do not 
sufficiently appreciate the task of preparing many speeches 
on diverse subjects while taking care of a great multiplicity 
of parish duties. “ What do you do all the week between 
Sundays? ” a nice leisurely woman asked her pastor. He sat 
down and told her of his engagements of the past week and 
she was quite astonished and was always more considerate 
thereafter. Few people, without the experience of making 
public addresses, have any conception of the preparation 
necessary and of the nervous tension involved. Under such 
pressure, the minister is tempted to trust to the inspiration 
of the moment and to fall into desultory mental habits. 

The early morning hours, or in some cases the late hours 
at night, are the minister’s refuge. It is a great advantage 
to start the day with some serious reading, or outlining of 
work, in order to get a “ mind-set ” for the day which will 
often accumulate to itself useful reflections and observa¬ 
tions. To guard these early hours from intrusion by the 
telephone, callers, and household cares, requires real disci¬ 
pline and tact. Some such plan is the only hope for con¬ 
tinuous and fruitful growth. 

Pastoral calling tends to be reduced to the minimum in 
cities. Parishioners do not expect it so much as formerly 
and it may easily become an inconvenience to them except 
where there is real work to be done. Of course the sick and 
the shut-ins must not be neglected, but a great deal can be 
done with a saving of time by writing short letters. Dr. 
William E. Barton of Oak Park, Illinois, was a great pastor, 
as well as a fine preacher and the author of many books. 
He did much of his pastoral work by letters. At times of 


In That Case . . . 


146 

bereavement, weddings, childbirth, and shifts of fortune, 
people are especially appreciative of little notes of remem¬ 
brance, and notes last longer than personal visits. The 
telephone offers another means of making important con¬ 
tacts at crucial moments. Ministers have many opportuni¬ 
ties these days for attendance during the summer vacation 
at schools, institutes, retreats, and assemblies which com¬ 
bine recreation with mental stimulus and direction. Dur¬ 
ing the year luncheons, dinners, and occasional games of 
golf afford means of bringing the minister into the inti¬ 
mate human relations which are so vital to his work. 

Edward S. Ames 

“ It is a difficult thing,” the Reverend Percy X. Smith 
said to his visitor, the young pastor of the Twenty-third 
Street Church. “ It’s almost hopeless, but not quite. I’ve 
faced it ever since I came to this city. I’m going to sug¬ 
gest two things, and if they won’t work there is an alterna¬ 
tive. A man will dry up unless he reads. He must read and 
study, but he doesn’t have time for either. Nevertheless he 
must. 

“ Suggestion number one is that next Sunday morning 
you tell your people about your predicament just as you 
have told it to me. You’ll find them sympathetic, I be¬ 
lieve. Then tell them that you have resolved to spend 
from eight a.m. until noon in your study six days a week 
and ask them not to interrupt you during those hours unless 
it is desperately necessary. You’ll be interrupted a-plenty, 
but some of them will respect your wishes. It’ll help some. 

“ Suggestion number two is that you discipline yourself. 
Select two important weekly journals and one monthly 
magazine and make yourself read them from cover to cover. 
And a minimum of one book a week. Read it if you have 
to take the time out of your sleep. You can do it. I know. 


The Minister as a Professional Man 147 

I do it. But I have to make myself do it. Sometimes I 
have to sit up after midnight on Saturday night to get it 
done but I do get it done, except occasionally. You can get 
a lot of things done at night. 

“As a footnote to both suggestions you must learn to 
say no to some people, particularly outsiders. Tell them to 
call on the doctors and lawyers and vice-presidents for all of 
that free work. They’re no busier than you. 

“ If you try these two suggestions and they don’t work, 
there’s just one thing left. Move out to some quiet village 
in the hinterlands and take a little church. And even 
there they’ll be calling on you to make talks at schools and a 
dozen other places, and to join organizations, and to review 
books for women’s clubs, and to sit up with the dead, and to 
go fishing and hunting so often you’ll probably wish you 
were back in the city.” 

Renwick C. Kennedy 
CASE 47 

Let us assume that you have just come to a new charge. Many 
of the members have a strong attachment to your predecessor, 
who is now located some ten miles away. He is frequently in 
demand by groups at your church to speak at their meetings, 
and is asked to return to conduct wedding and funeral services. 
You suspect, and others assert, that this former pastor is eager 
for such opportunities and may be covertly seeking them. 
What would your reaction be, and how would you proceed in 
this delicate situation? 

It does not seem to me that the situation can be described 
as delicate at all. Only an absolutely unwarranted sensi¬ 
tiveness, which has become traditional among ministers, 
could make it seem so. Surely this man, who is now located 
ten miles away, is not again a candidate for the pastorate of 
the church. His recent move has made him ineligible for 


In That Case . . . 


148 

serious difficulty in that regard. Well, then, let him be 
regarded as a distinct asset in the program of the church he 
is willing to help. There are speeches enough to be made 
— let him speak as often and as well as he can whenever 
any group can be induced to invite him. The relationships 
between families and their minister during these first criti¬ 
cal months of a pastorate are artificial at best. What better 
thing than to have near by a man who really knows them, 
and whom they really love, ready to meet their pressing 
needs as only an old friend can. I should add him to my 
unofficial staff, disarm him by a frank enthusiasm for his 
willingness, and use him till his tongue hangs out, his tail 
drags, and his present congregation begin to wonder why 
they are asked to pay his salary. 

Meanwhile I should resolve, in my innermost soul, that 
when I moved on I should move more than one hundred 
miles away, never come back to the church for funerals or 
weddings however pressing the insistence, and never preach 
or speak to my old congregation for at least five years after 
my departure. But, of course, that is a different problem, 
and must be considered separately from the problem the 
question describes as delicate! 

Bernard C. Clausen 

I would move slowly. I would suspect myself of over¬ 
emphasizing the actual activity of the former pastor. I 
would check and countercheck imputations of mine, that 
he was “ covertly ” managing these returns. I would re¬ 
member that for a time it is natural for some families to 
seek his services. I would try to treat him with fullest 
courtesy and appreciation at all times. If after a reasonable 
interval the situation did not clear up, and Mr. Former 
Pastor failed to observe the elementary amenities, I would 


The Minister as a Professional Man 149 

go into conference with some trusted denominational lead¬ 
ers, and seek their help. If nothing came of this, and if 
my own church persisted in preferring his services — well, 
there are other churches. 

Hugh E. Brown 


CASE 48 

A fellow minister, troubled by the gossip in his community 
about his own family, asks advice. He and his wife live 
amicably with their daughter and two sons. The children, 
who range in age from fourteen to nineteen, consider that they 
are very much handicapped in their social life because of their 
father’s professional position. For example, criticism has been 
voiced by the church members because the young people have 
dates with nonchurch boys and girls. There has also been 
criticism of their “ extravagance.” The minister feels that his 
young people are losing what little loyalty they formerly had 
to the church because of these attitudes. What suggestions 
would you make? 

The glory of Protestantism is the parsonage. Nothing on 
earth is more beautiful than for a pastor and his wife to live 
happily together with their children. God said in the be¬ 
ginning it was not good for man to live alone, and this per¬ 
tains to the priesthood as well as the laity. God wants us 
to make a success of our homes, and if a minister fails in 
making home adjustments, he is tragically handicapped in 
the ministry. I reiterate, the greatest blessing and chal¬ 
lenge to the world is the Christian home at its best. Usually 
the men who have been outstanding ministers are men who 
have had good wives and faithful children. 

The long-nosed curiosity and interference of society 
sometimes throw this beautiful picture out of focus. 
Often the minister’s children are made to feel that they are 


In That Case . . . 


150 

handicapped because of the father’s profession. People 
expect and have a right to expect the minister’s children to 
be an example in the community. However, these chil¬ 
dren, it must be remembered, are also human beings. 
Blessed is the man who can prepare his children for the 
high and noble adventure. The Protestant minister speaks 
with authority on all questions of the home, while the 
Roman priest is forever a theorist. Imagine a man giving 
advice on the delicate questions of the home who has never 
enjoyed the sacred confidence of a daughter, a son, a wife. 

This father will tell his children that it is not a disad¬ 
vantage, but an advantage to be a minister’s child. Statis¬ 
tics bear this out. The opportunities which are his more 
than compensate for loss of “ high life ” and the social 
whirl. Always the chances for receiving recognition are in 
favor of the minister’s children. Their ability in music, 
dramatics, or scholarship is quickly recognized because of 
the prominence of the family, where other children of 
equal talents are often overlooked. 

Ministers’ children cannot be extravagant in their habits, 
or use the automobile as frequently as the banker’s son, or 
have constant changes of apparel as does the only daughter 
of the leading attorney. They must learn to be governed by 
those principles of good taste that will make them sub¬ 
stantial citizens, instead of present-day misfits. It is a dis¬ 
tinct advantage to be the child of the parsonage. 

One of the curses of the age is that young people have had 
too much done for them by their elders. Financial embar¬ 
rassment is not a disadvantage, but a blessing. Recently a 
leader in church life said, “ What we need is a Moses.” 
“ What we need is homes such as produced a Moses,” re¬ 
plied the pastor, “ mothers and fathers with idealism that 
cannot be shaken by a false materialistic conception of life.” 
Every child should be taught to earn his honest bread. We 


The Minister as a Professional Man 151 

are losing the spirit of the pioneer in trying to create a per¬ 
fect situation for every individual. We are killing the 
greatest incentive in youth these days by working out their 
problems for them. 

Frederick J. Weertz 

During my long experience in the pastorate I have en¬ 
countered two types of ministers’ children. I could not 
have directed the work of any church I have served without 
the help of the sons and daughters of ministers. On the 
other hand, the most bitter criticisms of the church I have 
ever heard have come from the sons and daughters of other 
ministers. The criticisms are usually traceable to some un¬ 
fortunate treatment of a minister by a congregation, or to 
some feeling that a natural desire for normal pleasures has 
been suppressed. Children resent any seemingly unfair 
treatment of their parents, and they resent also the fact that 
they are denied pleasures because they are ministers’ chil¬ 
dren. 

Let it be taken for granted that normal children will 
avoid any escapades or wild pleasures which would justify 
criticism. What is a minister to do when his children are 
criticized for insisting on the same pleasures which are 
enjoyed by the children in his church families? He may 
ignore the criticism if it comes from a few fanatics. If it 
is general then he must face it and decide on his course. 
This problem in one form or another is met in almost every 
minister’s home. 

The youth of America has won a struggle for freedom. 
Certainly the young people of this generation know more 
freedom than those of any previous generation. Most 
parents may refer to the control they knew in youth, and 
lament at times the passing of the “ good old days.” But at 
the same time they realize that a child has a right to respect, 


152 


In That Case . . . 


and that they must give reasons for the stand they take on 
amusements. There is little disposition to say that a child 
must or must not do a thing because one of the parents 
orders it. That aristocratic ethical system has given way 
to a more democratic system. 

When the minister has decided that the amusements in 
a community are not hurtful to the young people in his 
church homes, he must grant to his own children the right 
to enjoy them if they wish. He has a responsibility for 
other children than his own, and his first decision must be 
that the community amusements are not hurtful. 

Then his second decision should be that his children are 
entitled to as much pleasure in life as other boys and girls. 
He will do less harm to his own children by this course and, 
in the long run, he will do more good in his parish if his 
primary concern is for wholesome community pleasure. 

If the minister takes this position and there is still much 
criticism of his children for their way of living, then he had 
better resign and go to a church where there is a more 
reasonable attitude. God may have given him a church 
to serve, but God has also given to him children to rear 
wisely and well. 

Ivan Lee Holt 


CASE 49 

Six months ago a woman came to a minister’s study asking his 
help on a personal problem. He learned in the interview that 
she had suspicions concerning her husband’s conduct and be¬ 
lieved that she should get a divorce. She has now become a 
regular attendant at church services, and the minister has 
noticed that she frequently has gone out of her way to speak to 
him. He reluctantly reaches the conclusion that she seems 
particularly attracted to him, in spite of his strictly impersonal 
attitudes and cool response. Her attentions are becoming in¬ 
creasingly annoying. What should he do in such a situation? 




The Minister as a Professional Man 153 

In his early ministry and before the appearance of the 
new science of psychiatry, the writer was confronted with 
just such a situation. What he did was to go to the husband 
of the woman and state the facts as he saw them. To his 
surprise and relief the husband said: “ My wife is a brilliant 
woman but for many years she has become infatuated with 
certain men, a senator, a judge, and with you. This has 
been the heavy burden I have carried alone. I will wel¬ 
come anything you can do for her, and for me, for I know 
you will not take advantage of her.” Today we know 
much about such cases, and the wise thing is to persuade her 
and her husband to go to a psychiatrist. In Brooklyn, 
under the auspices of the Federation of Churches, we have 
a clinic in which religion and medicine cooperate to serve 
such women and other borderline cases of mental abnor¬ 
mality. 

John H. Melish 

No minister has been long in a pastorate without dis¬ 
covering that there are women in his congregation or in 
the community who are of an emotional nature and are not 
always blessed with a balanced mind and good judgment. 
The minister by reason of his religious calling and his desire 
to be sympathetic with all the needs of his people is in 
danger of making unconsciously an appeal to women who 
have or imagine they have some experience in their lives 
which they feel demands friendly consideration. It may 
be a sense of ill adjustment and loneliness, or of a lack of 
right relations with a husband, which is easily acquired 
but may be entirely imaginary; or worst of all it may be a 
morbid case of falling in love with the man who as minister 
makes a strong appeal to their undisciplined emotions. 

A wise man soon detects the signs of such a tendency on 
the part of a woman, and discerns the difference between 


154 


In That Case . . . 


genuine high regard and admiration, to which every sincere 
and dignified pastor is entitled, and the sentimental at¬ 
traction which a weak nature is liable to manifest toward 
him, and which is his chief danger in the ministry. Nothing 
is more quickly discovered in a minister’s conduct or is 
likely to prove more disastrous to his work than an attitude 
of softness or philandering toward any of the women in the 
church. For this reason the companionship of a high- 
minded and sensible wife is always a safeguard. Her pres¬ 
ence is a protection against the advances of silly or designing 
women. Many ministers take their wives with them in 
making pastoral calls, and this is a wise practice. If they 
keep office hours, they will avoid private interviews with 
women regarding whose motives there can be any doubt. 
Without offense to anyone a minister can easily establish a 
tradition of dignity, detachment and reserve which is not 
divorced from sympathy and anxiety to be of help at all 
times. In dealing with a silly, sentimental and intrusive 
female he ought to be able at all times to count on the tact 
and understanding protection and assistance of his wife and 
the sensible women of his church. In this manner he can 
close the door upon temptations which have ruined the 
life and ministry of many a man in the holy service of the 
church. 

Herbert L. Willett 


CASE 50 

A small but highly vocal minority of the church membership 
is convinced that it is time for a change of pastors. A group of 
about equal size is as ardent in insisting that the incumbent 
should remain. Each group is actively working to build up 
support for its position among the other members. What 
should the minister’s policy be? 


The Minister as a Professional Man 155 

“ Jesus and Paul didn’t fight back. They had a tendency 
to move on into another city when opposition developed,” 
said the Reverend Percy X. Smith, sermonizing to his wor¬ 
ried friend, the Reverend C. C. Smith. 

“ Don’t preach at me, Percy,” said C. C. Smith. 

“ No, I don’t mean it that way,” Percy Smith replied, 
“ but it’s true. And that’s what you must do. There isn’t 
any choice, C. C. You must go. I’ll help you to go, and so 
will the other men. You don’t have to go right now. I 
don’t want you to resign until we get you a call. It’s so 
much easier to get one when you still have a job. You stay 
right where you are and make out the best you can for the 
present, but six months from now you must be somewhere 
else. It can be arranged for you; not for everyone, but we 
can find a church for you. 

“ Frankly, it’s idle to hope for anything else where you 
are. I accept your version of the trouble. Justice is on 
your side. I don’t doubt it. But there are some things that 
are more important than justice in a miserable church row. 
Your own peace and happiness, for example. And the 
future of that church. 

“ You say that only one out of four is against you. But in 
that 25 per cent there are some strong people. Convert 
half of them and you still have one out of eight against you. 
That’s enough to make your life hell and to cripple all of 
your work. 

“ And you may not convert them. The thing may go 
against you. There isn’t rhyme or reason in a church row. 
Don’t worry about quitting on your loyal supporters. 
They may be against you in six months. In any case they’ll 
get over it. 

“ You can’t ever be happy there again. You can’t ever 
have a peaceful life there again. You can’t ever do good 
work there again. Get out and let the wound heal in the 


In That Case . . . 


156 

congregation. It isn’t likely to heal with you there. You 
can stay and fight it out and maybe win and vindicate your¬ 
self. But it won’t be worth it. 

“ I don’t think you have any choice but to leave.” 

Renwick C. Kennedy 

In all matters of congregational church government a 
majority should rule. Perhaps in other kinds of govern¬ 
ment the will of the majority would be respected. In the 
situation described above the minister should show a will¬ 
ingness to let the majority mind of the church be ascer¬ 
tained and to abide by that expression. If he should seem 
to grasp at the retention of his office, he will be weakened. 
In any contest in which his will is opposed by others, he 
should stand squarely on issues of principle, or at least on 
those of church policy, rather than on personal interests. 
Even then if the minority is irreconcilable and the ques¬ 
tion afterward is solely his retention, he would do better to 
retire than to divide the church or to become the occasion 
for the arrested spiritual development of his opponents. A 
minister’s authority is moral and spiritual; it cannot rest on 
legalities and must not be coercive. If with truth and love 
he cannot convince and control, then his usefulness in that 
church is at an end or else sadly impaired. 

This does not mean that a pastor should tamely yield to 
all objectors. The fact is, only rarely is a church absolutely 
unanimous. A faithful and courageous pastor will expect 
constant opposition, and it will be his high duty to carry on 
the Christian program at all hazards; but he will so live 
and preach that none can doubt his sincere and sacrificial 
promotion of his Master’s business, not his own personal 
interests. 


Joseph M. Dawson 


























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